Does Leaders' Health (and Work-Related Experiences) Affect their Evaluation of Followers' Stress?

Giorgi, Gabriele; Mancuso, Serena; Pérez, Javier Fiz; Montani, Francesco; Courcy, François; Arcangeli, Giulio

doi:10.1016/j.shaw.2015.07.005

Cited by 11 publications

(9 citation statements)

References 35 publications

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“…Consequently, these results suggest a series of guidelines for HR managers, who should develop specific training plans and seek to appreciate every single learning outcome, with relentless attention paid to the wellbeing and stress of their employees: in line with other scholars (Montani et al, 2015; Giorgi et al, 2015) we claim for a supervisors’ empowering management practices…”

Section: Discussionsupporting

confidence: 74%

Learning Climate and Job Performance among Health Workers. A Pilot Study

2016

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This paper will explore if and how psychological strain plays a mediator role between the learning climate and job performance in a group of health workers. Although the relationship between learning climate and job performance has already been explored in the international literature, the role of psychological strain, which may hamper or deepen this relationship, has yet to be investigated. The research hypothesis is that psychological strain mediates the relationship between the climate toward learning (including also the error avoidance climate) and job performance. Data were gathered in a Public hospital in Italy. Participants (N = 61) were health professionals (nurses and obstetricians). Considering the relatively small sample size, a mediation analysis with the aid of the SPSS macro PROCESS was performed. The results show that the relationship between the learning climate (specifically its dimension of organizational appreciation toward learning) and job performance is mediated by psychological strain. The future research agenda and practical implications are discussed in the paper.

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Section: Discussionsupporting

confidence: 74%

Learning Climate and Job Performance among Health Workers. A Pilot Study

2016

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“…If we are to assume that employees use CWBs to compensate for increased demands or stressors, research focusing on daily recovery or general indicators of wellbeing, can determine whether this strategy is effective. Finally, as leaders appear to reflect their own feelings of stress to subordinates ( Giorgi et al, 2015b ), it is interesting to research this dyadic relationship, and examine whether the leaders’ perceived pressure to engage in citizenship behaviors spills over to their subordinates.…”

Section: Discussionmentioning

confidence: 99%

Walking the Tightrope: Counterproductive Work Behavior as Compensation for Citizenship Demands

Spanouli

Hofmans

2016

Front. Psychol.

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Amidst a struggling economy, organizations are ruled by the survival of the fittest paradigm but it is the employees who tend to pay the price, with increased demands which, oftentimes, fall outside their job scope. In the present paper, we examined whether pressuring people to engage in such organizational citizenship behaviors (OCB) might in fact backfire and lead to increased Counterproductive Work Behavior (CWB) because of compensatory mechanisms. We propose a typology of OCB that distinguishes between discretionary and elicited OCB, hypothesizing that elicited but not discretionary OCB, positively relates to CWB. By doing so, we wanted to examine if such a distinction can explain conflicting past results concerning the within-person OCB–CWB link, and to test whether increased citizenship demands can have an adverse effect for the organization. Our hypothesis was tested by asking 29 employees twice a day for 10 consecutive working days to report on the elicited and discretionary OCB and CWB they performed (N = 210 responses). Multilevel logistic regression analyses showed that elicited OCB was positively related to CWB, whereas discretionary OCB was not related to CWB. This finding steers theorizing away from the conventional classification of employees as bad apples versus good soldiers, by revealing that CWB can positively relate to OCB as a result of compensatory mechanisms. From a practical point of view, our results imply that employers should be mindful of the unintended consequences that OCB might entail when employees perceive that they are expected to engage in such behaviors.

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“…However, leaders were more likely to be abusive when they felt that followers performed poorly, and followers tended to be less distressed if they possessed higher levels of psychological capital (Li, Wang, Yang, & Liu, 2016). Exploring leaders' perceptions, Giorgi, Mancuso, Perez, Montani, Courcy, and Arcangeli (2015) found that leaders who were stressed also perceived their followers to suffer from stress. We need to develop our understanding of the complex crossover from leaders to their followers.…”

Section: Leading Well: 11mentioning

confidence: 99%

Leading well: Challenges to researching leadership in occupational health psychology – and some ways forward

Nielsen

Taris

2019

Work & Stress

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Studies on the effects of leadership in occupational health psychology build on the assumption that leaders influence their followers' health and well-being. Although this assumption has received support, this introductory paper to a special issue of Work & Stress on leadership argues that a number of questions regarding leadership and follower health and well-being remain unanswered. We identify four issues that we argue warrant further attention. First, what is "good" leadership? Particular leadership types are associated with increases in employee performance, but since this will involve higher effort expenditure, adverse outcomes for employee health are to be expected. Although many types of leadership are associated with favourable outcomes, we still need to identify the leadership characteristics can be identified that account for these positive outcomes. Second, how can good leadership be promoted? There is a need to develop interventions that are effective in promoting desirable leadership styles. Third, what are the intermediate and long-term effects of leadership on follower health? Finally, we need to understand the boundary conditions for good leadership, including the resources available to leaders. Based on these considerations, we conclude that further research is needed to fully understand the effects of leadership on employee health and well-being.

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Does Leaders' Health (and Work-Related Experiences) Affect their Evaluation of Followers' Stress?

Cited by 11 publications

References 35 publications

Learning Climate and Job Performance among Health Workers. A Pilot Study

Learning Climate and Job Performance among Health Workers. A Pilot Study

Walking the Tightrope: Counterproductive Work Behavior as Compensation for Citizenship Demands

Leading well: Challenges to researching leadership in occupational health psychology – and some ways forward

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