Energy Crossover from Leader to Followers: A Time-lagged Study of the Effects of Energy Discrepancy and Leader-Member Exchange

Abstract

This study investigates the effects of the difference between leaders' and followers' level of subjective energy on the change in subordinates' energy one year later, and on customer-oriented citizenship behaviors. Building mainly on the crossover model, our time-lagged model also examines the moderating role of leader-member exchange. Results of polynomial regression and response surface analyses performed with a sample of 277 dyads in the retail sector indicate that the effect of the energy gap is asymmetrical, such that followers paired with a more energetic leader gain energy one year later, whereas those matched with less energetic leaders experience energy depletion. As expected, a high-quality relationship buffers the de-energizing effect of leaders with lower energy and augments the gain of energy triggered by more energetic leaders.

Intragroup conflict dynamics and their linkages with horizontal power disparity configurations, upper management conflicts and coworker support

“…A trickle-down effect occurs when the perceptions, attitudes or behaviors of a higher level entity in an organizational context influence those of a lower level entity, further influencing those of an even lower level entity. The trickle-down effect has been examined across a broad range of positive phenomena, such as justice perceptions (Ambrose et al , 2013), perceived organizational support (Shanock and Eisenberger, 2006), energy (Rocheleau-Parent and Tremblay, 2020) and negative phenomena, such as abusive supervision (Mawritz et al , 2012) and psychological contract breach and violation (Bordia et al , 2010). For instance, research reveals that top management behaviors have a trickle-down effect on supervisor behaviors (Mayer et al , 2009).…”

How and When Relative Leader–Member Exchange (RLMX) Invigorates Attendance at Work Within a Context of LMX Differentiation

“…Vigor is considered as an important energetic resource for both employees and organizations because it fosters employee well-being, health, job performance and proactive behavior (Carmeli et al, 2009; Little et al, 2011; Parent-Rocheleau & Tremblay, 2020; Shirom et al, 2008). However, the relationship between vigor and absenteeism has rarely been studied.…”