This study examined empirical associations between employee cognitive perceptions of leader behavior (directive behavior, supportive behavior) and leader values (self‐concern, other orientation), employee positive affect and negative affect, and employee work intentions indicative of (dis)passionate employees. An internet‐based self‐report questionnaire survey was administered to 409 employees within three private sector organizations in Australia. Structural equation modeling indicated that supportive behavior, other‐orientation, and self‐concern had respective indirect effects on work intentions through employee positive affect. Employee positive affect was a stronger predictor of employee work intentions than was employee negative affect. Implications of these findings for theory and practice are discussed.
The Problem. Employee work passion theory offers an appraisal-based approach that explains how work passion is formulated in individuals. Self-determination theory postulates that the satisfaction of three basic psychological human needs (competence, relatedness, and autonomy) is essential for individuals to flourish and thrive at work. The role of basic psychological need satisfaction in the employee work passion appraisal process is yet to be examined. The Solution. We investigated the relations between employees' cognitive appraisals of their work environment characteristics (work cognitions), their basic psychological need satisfaction, and their work intentions. Our study provided empirical evidence showing that employees' cognitive appraisals of work characteristics such as job autonomy, task variety, meaningful work, and performance expectations were positively related to basic psychological need satisfaction, which, in turn, positively impacted their work intentions, thus indicating the subjective experience of work passion. The Stakeholders. Results suggest that organizational leaders, supervisors, and human resource development (HRD) practitioners could develop interventions that promote specific workplace characteristics and are aimed at contributing to the fulfillment of employees' basic psychological needs. In so doing, employees and stakeholders could
There has been growing research interest in work passion; however, limited research has been conducted on the role of work environment antecedents on which employee cognitions and affect are formed and employee work intentions are developed. Research has shown that leadership is fundamental and influential in contemporary organizations, and it affects numerous positive employee and organizational outcomes, yet questions relating to which leadership behaviors encourage (or discourage) employee work passion, and how such processes occur, remain unanswered. Our analysis of two distinct streams of research-employee work passion and leadership theory-resulted in the development of a theoretical model that links leadership (behavior and values), employee affect, and employee work intentions. We propose that employee affect will mediate relations between leadership and work intentions. Research propositions and recommendations for future research are presented.
The aim of this study was to extend previous research using Bass's (1985) paradigm of leadership by examining the link between leadership style and organisational type. Organisations from both the nonprofit and private sectors in an Australian context were surveyed. An additional element of the study was to examine the methods and procedures leaders use to operationalise their leadership styles. The major findings were that: the transformational style of leadership was found to be more prevalent than the transactional or laissez-faire styles; leadership style was found to be independent of organisational type; and the methods leaders adopt to operationalise leadership are not dependent upon organisational type; moreover, they are related to an individual leader's style, preference, ability and life experiences.
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