Day-level transformational leadership and followers’ daily level of stress: a moderated mediation model of team cooperation, role conflict, and type of communication

Diebig, Mathias; Bormann, K.; Rowold, Jens

doi:10.1080/1359432x.2016.1250741

Cited by 48 publications

(48 citation statements)

References 85 publications

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“…Our study aimed to invoke answers to these questions following the suggestions of the recent reviews (Arnold, 2017;Inceoglu et al, 2018) by exploring possible both, mediating and moderating mechanisms between TFL and employees' wellbeing. Furthermore, previous research lacked a clear theoretical approach regarding the inclusion or not of specific mediators in the TFL-well-being relationship (Diebig et al, 2017). Our study, in line with recent relevant work (e.g., Schaufeli, 2015;Diebig et al, 2017), tried to overcome this limitation by using the job demands-resources (JD-R) model (Bakker and Demerouti, 2007) as a prominent theoretical framework, which allowed us to combine job demands and job resources.…”

Section: Introductionmentioning

confidence: 81%

“…Furthermore, previous research lacked a clear theoretical approach regarding the inclusion or not of specific mediators in the TFL-well-being relationship (Diebig et al, 2017). Our study, in line with recent relevant work (e.g., Schaufeli, 2015;Diebig et al, 2017), tried to overcome this limitation by using the job demands-resources (JD-R) model (Bakker and Demerouti, 2007) as a prominent theoretical framework, which allowed us to combine job demands and job resources. As leadership behavior does not always affect followers' well-being in the same way (Inceoglu et al, 2018), we decided to analyze differential mediator pathways including two different leadership behaviors and two different mediators, specifically job demands and resources that should facilitate information about how leadership behavior increases resources and decreases demands and impacts in followers' well-being.…”

Section: Introductionmentioning

confidence: 81%

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How and When Do Leaders Influence Employees’ Well-Being? Moderated Mediation Models for Job Demands and Resources

et al. 2019

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Following the call of recent reviews on leadership and well-being, the purpose of this study is to examine how and when two contrasting leadership styles, transformational leadership (TFL) and passive-avoidant leadership (PAL), are related to employees' anxiety and thereby either promote or inhibit employees' well-being. Using the prominent job demands-resources (JD-R) model as a theoretical framework, we propose that the relationship between leadership behavior and anxiety is mediated by organizational job demands, namely, role ambiguity (RA), and job resources, namely, team climate for learning (TCL), as well as moderated by autonomy as important job characteristic. A sample of 501 knowledge workers, working in teams in a German research and development (R&D) organization, answered an online survey. We tested moderated multiple mediation models using structural equation modeling (SEM). Results demonstrated that the relationships between TFL as well as PAL on the one hand and anxiety on the other hand were fully mediated by RA and TCL. Job autonomy moderated the quality of the leadership-job demand relationship for TFL and PAL. This paper contributes to understanding the complex relationship between leadership and followers' well-being taking into account a combination of mediating and moderating job demands and resources. This is the first study that examines the effects of TFL and PAL on well-being taking into account the job demand RA and team processes and autonomy as resources.

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Section: Introductionmentioning

confidence: 81%

Section: Introductionmentioning

confidence: 81%

How and When Do Leaders Influence Employees’ Well-Being? Moderated Mediation Models for Job Demands and Resources

et al. 2019

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“…Scholars have argued that effective communication by leaders increases OCB (Yildirim, 2014;Herfina and Rubini, 2015). Diebig et al (2017) studied the positive moderation effect of direct communication on TL and daily team cooperation. Garnett et al (2008) studied communication as a moderator between organizational culture and public organizations' performance.…”

Section: Moderation Effect Of Communicationmentioning

confidence: 99%

“…Furthermore, previous studies on TL examined the positive effects of communication on employee output and efficacy (Hills, 2015;Luthra and Dahiya, 2015;Sadia et al, 2016). Moreover, effective communication by leaders was observed as a significant antecedent of OCB (Yildirim, 2014;Herfina and Rubini, 2015;Diebig et al, 2017), but the moderating role of communication on TL, OCB, and ER was overlooked. We examine the moderation mechanism of communication.…”

Section: Introductionmentioning

confidence: 96%

The Impact of Transformational Leadership on Employee Retention: Mediation and Moderation Through Organizational Citizenship Behavior and Communication

et al. 2020

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This study investigates the impact of transformational leadership on employee retention in small-and medium-sized enterprises (SMEs) and probes the mediating role of organizational citizenship behavior (OCB) and the moderating role of communication. Data were collected using convenience sampling from 505 employees of SMEs. A Smart PLS structural equation modeling (PLS-SEM) was used to estimate the various relationships. The findings of the study reveal a positive and significant relationship between transformational leadership and OCB. Similarly, this study finds a positive and significant relationship in OCB and employee retention. In addition, OCB had a positive mediating effect on the relationship between transformational leadership and employee retention. Furthermore, communication positively moderates the transformational leadership-OCB and OCB-employee retention relationships. Leaders at SMEs should implement the traits of transformational leadership such as developing a compelling vision for employees, focusing on goal achievement, having problem-solving techniques, having a sense of purpose, and spending time on the training and development of the team to enhance OCB and employee retention.

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“…[12] High in emotional intelligence, transformational leaders are able to reframe negative thoughts into positive [13] and motivate followers, leveraging unique individual talents [14] for maximum team effectiveness. TL cultivates feelings of empowerment and confidence, [15] decreases stress levels, [16] and increases follower emotional wellness. Unsurprisingly, these positive changes in the workplace can improve employee health outcomes, [17] decrease burnout [18] and increase both intent to stay in a position, [19,20] and actual retention rates.…”

Section: Transformational Leadership (Tl)mentioning

confidence: 99%

From the top-down: Transformational leadership considerations for health care organizations

Sanner-Stiehr

Kueny

2017

JHA

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Nurse leaders can positively influence critical issues in healthcare by engaging in transformational leadership (TL) practices. High in humility, extraversion, self-efficacy, and emotional intelligence, transformational leaders focus on followers as individuals and inspire high goal attainment. Organizations can increase TL behaviors through top-down training strategies. This paper evaluates salient TL characteristics and considerations for organizations wishing to create positive organization-wide change.

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Day-level transformational leadership and followers’ daily level of stress: a moderated mediation model of team cooperation, role conflict, and type of communication

Cited by 48 publications

References 85 publications

How and When Do Leaders Influence Employees’ Well-Being? Moderated Mediation Models for Job Demands and Resources

How and When Do Leaders Influence Employees’ Well-Being? Moderated Mediation Models for Job Demands and Resources

The Impact of Transformational Leadership on Employee Retention: Mediation and Moderation Through Organizational Citizenship Behavior and Communication

From the top-down: Transformational leadership considerations for health care organizations

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