A conservation of resources view of the relationship between transformational leadership and emotional exhaustion: The role of extra effort and psychological detachment

Work & Stress ◽  
2020 ◽  
pp. 1-21
Author(s):  
Maie Stein ◽  
Marlies Schümann ◽  
Sylvie Vincent-Höper
Keyword(s):  
Transformational Leadership ◽  
Emotional Exhaustion ◽  
Conservation Of Resources ◽  
Psychological Detachment ◽  
Extra Effort ◽  
The Relationship

Do Job Insecure Leaders Perform Less Transformational Leadership? The Roles of Emotional Exhaustion and Trait Mindfulness

2020 ◽  
Vol 27 (4) ◽  
pp. 376-388
Author(s):  
Shanshan Qian ◽  
Qinghong Yuan ◽  
Vivien K. G. Lim ◽  
Wanjie Niu ◽  
Zhaoyan Liu
Keyword(s):  
Transformational Leadership ◽  
Emotional Exhaustion ◽  
Job Insecurity ◽  
Leadership Behavior ◽  
Conservation Of Resources ◽  
Trait Mindfulness ◽  
Negative Effects ◽  
Mediating Role ◽  
Wide Range

While job insecurity has a wide range of negative effects on employees’ work attitudes and behaviors, scholars still know little about its impact on leaders. Drawing from conservation of resources theory, we developed and tested a theoretical model that links job insecurity and transformational leadership behavior. This model explores the mediating role of emotional exhaustion and the moderating role of leaders’ trait mindfulness in influencing the mediation. Results from data that were collected at two time points from 161 leader–follower dyads in various Chinese organizations showed that job insecurity is negatively related to transformational leadership behavior through increased emotional exhaustion. Moreover, the positive relationship between job insecurity and emotional exhaustion as well as the negative indirect effect of job insecurity on transformational leadership behavior via emotional exhaustion are weaker for leaders with high levels of trait mindfulness. Implications for research and practice are discussed.

Transformational leadership and contextual performance

2018 ◽  
Vol 67 (2) ◽  
pp. 445-462 ◽  
Author(s):  
Sajeet Pradhan ◽  
Lalatendu Kesari Jena ◽  
Pratishtha Bhattacharyya
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Interactive Effect ◽  
Contextual Performance ◽  
Working Environment ◽  
Turnover Rates ◽  
Content Type ◽  
Extra Effort ◽  
The Relationship

Purpose Transformational leaders engage their employees’ self-concept in such a meaningful way that it results in an extra effort exerted by employees in addition to what is expected of them. This extra effort or pro-social behavior leads to contextual performance (CP) which supplements the individual’s task performance and lead to superior organizational performance. The purpose of this paper is to empirically investigate the influence of transformational leadership (TL) on employees’ CP. The paper also tests the moderating role of integrity on the relationship between TL and CP. Design/methodology/approach Data were gathered through self-administered questionnaires from 480 Indian information technology (IT) employees across India. Harman’s single-factor test was used through analysis of moment structures (AMOS 20.0) to test the bias associated due to common method variance. Regression analysis was carried out through a series of hierarchical models in SPSS 20.0 to test the direct and interactive effect of integrity between TL and CP. Findings The result supports the assertion that TL has a positive influence on employees’ CP. However, the moderational effect of integrity on the relationship between TL and CP was found to be insignificant. Practical implications The findings of the study have confirmed that employees deriving higher degree of integrity at work will engage in discretionary behaviors and they are more likely open to organizational changes and improvement. The IT organizations may take clues from the findings of the study for creating conducive working environment where affective organizational commitment can influence the CP and job satisfaction. Originality/value This study is critical in a sense that as the Indian IT industry has one of the highest turnover rates in the service industry, it would take a strong and compelling reason for the IT professionals to stay committed to the organization, derive satisfaction at work and help peers and others by engaging in extra role of CP.

scholarly journals Transformational behaviors: Increasing work engagement in multinational environments

2021 ◽  
Vol 19 (2) ◽  
pp. 519-527
Author(s):  
Marc Valldeneu ◽  
Xavier Ferràs ◽  
Elisenda Tarrats-Pons
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Work Engagement ◽  
Multinational Companies ◽  
Utrecht Work Engagement Scale ◽  
Extra Effort ◽  
The Relationship ◽  
Collective Engagement

The role of a leader is fundamental to increase organizational culture and facilitate employee engagement. However, organizations are not providing clear guidance on how to do it. This study aims to determine the relationship between leadership styles and employee engagement as well as to understand whether there is a correlation between an engaged employee and extra effort. The study uses a Multi-Leadership Questionnaire (MLQ-5x Rater Form) to measure employee perception of the leader styles and Utrecht Work Engagement Scale (UWES-17) to determine employee engagement. The scope of the study is limited to a sample of 167 employees from 7 different multinational companies and 31 different nationalities.Results show that all the transformational behaviors and, concretely the idealized behavior, are significantly positively related to work engagement in multinational environments. Results also reveal a strong correlation between employee engagement and extra effort. The study concludes that leaders or managers should use transformational behaviors if they want to increase engagement and extra effort with their teams. They should increase transformational behaviors like being transparent, consistent, and having a strong sense of purpose to catalyze a collective engagement. These results expand previous studies of transformational leadership and work engagement in multinational environments.

Reducing Customer-Directed Deviant Behavior: The Roles of Psychological Detachment and Supervisory Unfairness

2020 ◽  
pp. 014920632092587
Author(s):  
Young Ho Song ◽  
Daniel P. Skarlicki ◽  
Ruodan Shao ◽  
Jungkyu Park
Keyword(s):  
Emotional Exhaustion ◽  
Call Center ◽  
Deviant Behavior ◽  
Individual Characteristics ◽  
Mediating Effect ◽  
Future Research ◽  
Conservation Of Resources ◽  
Psychological Detachment ◽  
Working Day ◽  
The Relationship

Conservation of resources (COR) theory proposes that mistreatment by customers (termed “customer mistreatment”) can deplete employees’ resources, lessen their ability to regulate their behaviors, and result in them engaging in customer-directed deviant behavior. However, COR has been criticized for its lack of precision regarding how this process unfolds. Integrating the person-situation interactionist perspective with COR theory, the present paper aims to provide a deeper understanding of COR theory by explicating how individual characteristics and work context—namely, psychological detachment and supervisory unfairness—can combine to attenuate/exacerbate the relationship between customer mistreatment and employees’ customer-directed deviant behavior. Using a multilevel field study with 1,092 daily-based surveys among 157 Korean call-center representatives, our results show that frontline employees’ emotional exhaustion mediates the relationship between customer mistreatment and customer-directed deviant behavior that occurs on the next working day. When faced with customer mistreatment, employees with lower (vs. higher) psychological detachment were more likely to be emotionally exhausted and engage in customer-directed deviant behavior on the next working day. Moreover, their emotional exhaustion predicted customer-directed deviant behavior more so when their supervisors treated them unfairly (vs. fairly). Taken together, the results show that the mediating effect of emotional exhaustion was strongest among employees with low (vs. high) psychological detachment and who reported more (vs. less) supervisory unfairness. Theoretical, methodological, and practical implications as well as directions for future research are discussed.

Leadership and Employee Motivation: Moderating Role of Gender

2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Beena Prakash
Keyword(s):  
Transformational Leadership ◽  
Employee Motivation ◽  
Business Environment ◽  
Demand Pull ◽  
Logistics Services ◽  
And Gender ◽  
The Relationship ◽  
Core Issues ◽  
Moderating Role

With the present business environment which is creating a strong demand pull for quality and efficient logistics services, core issues are being gradually removed with time but HR issues are still neglected. Motivation can be the key process of boosting the morale of employees to encourage them to willingly give their best in accomplishing assigned tasks. During growth of any sector, dimensions of leadership can have great impact on employee motivation. This research paper analyzes impact of transformational leadership on employee motivation and moderating role of gender. The result shows significant positive correlation between transformational leadership and employee motivation and gender does moderate the relationship.

Dual crossover mechanisms of benevolent supervision on followers' contextual performance and emotional exhaustion alleviation

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ya-Ting Chuang ◽  
Hua-Ling Chiang ◽  
An-Pan Lin ◽  
Yung-Chih Lien
Keyword(s):  
Social Exchange ◽  
Leadership Style ◽  
Emotional Exhaustion ◽  
Contextual Performance ◽  
Conservation Of Resources ◽  
Content Type ◽  
Performance Orientation ◽  
Member Exchange ◽  
The Relationship ◽  
Practical Implications

PurposeAdopting conservation of resources (COR) theory as a guiding framework, this study proposes that benevolent supervision (BS) is a feasible leadership style for building a positive resource gain process in subordinates' extra-role actions and reducing their exhaustion, and leader-member exchange (LMX) and positive affect (PA) serve as indirect crossover mechanisms.Design/methodology/approachSurveys were conducted at three-time points with four-week intervals. A total of 304 subordinates and 55 supervisors at a Taiwanese university participated in the surveys, and a multilevel model was used to test the hypotheses.FindingsThe results showed that prior BS (time 1) was positively associated with subordinates' subsequent LMX and PA (time 2). LMX mediated the relationship between BS and subsequent supervisor-rated contextual performance (time 3), and PA mediated the relationship between BS and subordinate-rated emotional exhaustion (time 3). In addition, supervisors' learning orientation positively moderated the relationship between BS and contextual performance via LMX, whereas supervisors' performance orientation negatively moderated this relationship.Practical implicationsThe results of the study encourage leaders to exhibit benevolence toward subordinates, increase subordinates' contextual performance and enhance personal feelings, thereby ultimately benefitting the organization.Originality/valueThis study reveals that BS is a source of resource investment in the process of subordinates' positive job (contextual performance) and personal (emotional exhaustion) resource gains through social exchange (LMX) and affective (PA) crossover mechanisms and that supervisors' goal inclinations impact this process.

Making an Impact Through Information Technology

2021 ◽  
Vol 3 (2) ◽  
pp. 14-23
Author(s):  
Mostafa Sayyadi Ghasabeh
Keyword(s):  
Information Technology ◽  
Transformational Leadership ◽  
Knowledge Management ◽  
Firm Performance ◽  
Positive Relationship ◽  
Review Of The Literature ◽  
Mediating Role ◽  
The Relationship ◽  
Role Of Information

This research contributes to the fields of knowledge management, transformational leadership, as well as information technology. This article presents the theoretical underpinnings of the framework together with a thorough review of the literature. This research indicates that there is a positive relationship between transformational leadership, knowledge management, and firm performance. The synthesis of the literature also lends support for the mediating role of information technology in the relationship between transformational leadership and knowledge management.

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