Investigating occupational well-being and leadership from a person-centred longitudinal approach: congruence of well-being and perceived leadership

Perko, Kaisa; Kinnunen, Ulla; Tolvanen, Asko; Feldt, Taru

doi:10.1080/1359432x.2015.1011136

Cited by 47 publications

(39 citation statements)

References 61 publications

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“…Respondents who continued participation at T2 (n = 262) did not differ from those who discontinued participation (n = 292) at T2 with respect to their ratings in any of the study variables at T1, or in gender or age (Perko, Kinnunen, Tolvanen, & Feldt, 2016). Concerning attrition between T2 and T3, participants who dropped out at T3 (n = 108) reported higher levels of exhaustion at T2 (M = 2.48 vs. M = 1.93), U = 8924.50, p < .001 than those who continued participation at T3 (n = 225).…”

Section: Attrition Analysesmentioning

confidence: 99%

Long-term profiles of work-related rumination associated with leadership, job demands, and exhaustion: A three-wave study

2017

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This study extends on previous research regarding recovery from work stress by investigating the role of qualitative job demands and leadership in employees' work-related rumination (WRR). The long-term development of WRR was examined from a person-centred approach across 22 months.Drawing on the stressor-detachment framework and the conservation of resources theory, we investigated whether different WRR profiles could be understood in terms of levels of and changes in job demands (quantitative, cognitive, emotional), several aspects of supervisory leadership, and exhaustion that was expected to result from the impeded energy restoration process. A three-wave questionnaire study was conducted among Finnish municipal employees in heterogeneous occupations. Factor mixture modelling was used to identify latent classes (i.e. subgroups of participants with similar mean levels and mean level changes) of WRR. The results indicated five distinct classes of work-related rumination. Participants in the higher WRR classes reported higher levels of job demands, less supervisor fairness, and more abusive supervision. In the decreasing class, WRR decreased concurrently with decreasing job demands. Exhaustion showed considerable congruence with WRR both between and within persons. The findings are discussed from the point of view of a loss cycle concerning energetic psychological resources and difficulties in goal attainment.

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Section: Attrition Analysesmentioning

confidence: 99%

Long-term profiles of work-related rumination associated with leadership, job demands, and exhaustion: A three-wave study

2017

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“…Thus, the response rates of the current study are not uncommon. Attrition analyses reported previously (Perko et al, 2016) showed that those who continued participation at T2 did not markedly differ from those participants who dropped out from the study after T1. Compared to the eligible population in the organizational units at T2, women were overrepresented (76.8% vs. 87.1%) among the respondents in the sample used (χ 2 (1) = 19.53, p < .001).…”

Section: Participants and Proceduresmentioning

confidence: 98%

“…The participants in the present cross-sectional study were public sector workers employed by four municipalities in Finland (N = 333). The data utilized in this study were collected in the late spring of 2012 at the second wave of longitudinal data collection in the larger project (see Perko, Kinnunen and Feldt, 2014;Perko, Kinnunen, Tolvanen and Feldt, 2016). Of the 333 participants in the second wave (T2), 262 had also participated in the first wave (T1) in the spring of 2011.…”

Section: Participants and Proceduresmentioning

confidence: 99%

Back to Basics: The Relative Importance of Transformational and Fair Leadership for Employee Work Engagement and Exhaustion

Perko¹,

Kinnunen

Tolvanen³

et al. 2016

Scandinavian Journal of Work and Organizational Psychology

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“…Since a leader is someone in a position who can affect the mental state of organizational members [21], he or she may affect employees' well-being. In the sense that authentic leaders are those who strive to make a positive organization by being honest to colleagues, team members, and the organization through self-awareness and self-regulation [9,4,12,22], authentic leadership will have positive effects on employees' well-being and health [23,24]. Well-being is a cognitive representation, optimal function, and experience of individuals regarding the nature and experience of well-being [13].…”

Section: Theoretical Background 21 Authentic Leadership and Employementioning

confidence: 99%

The Effects of Authentic Leadership on Employees’ Well-Being and the Role of Relational Cohesion

Kim¹

2018

Leadership

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Authentic leadership has recently become a matter of significant interest in the fields of politics, economics, society, and culture as well as leadership. This study examines the effects of authentic leadership on employees' well-being and determines whether relational cohesion can regulate the effects that occur between the two. In this regard, the study conducted empirical research with 950 employees of Korea's leading manufacturers, public enterprises, and financial firms. The results demonstrated that team leaders' authentic leadership increased employees' eudaimonic well-being but did not significantly affect hedonic well-being. However, when there was a high perception of relational cohesion that showed collaborative and integrated relationships with team members, the effects of authentic leadership on employees' well-being were significantly positive, thereby verifying the interaction effect between the two. In particular, this result stemmed from controlling the effects of transformational and ethical leadership, both of which represent conventional forms of leadership, and is thus significant. Finally, the study provided in-depth discussions on the implications of the research results for organizations and teams.

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Investigating occupational well-being and leadership from a person-centred longitudinal approach: congruence of well-being and perceived leadership

Cited by 47 publications

References 61 publications

Long-term profiles of work-related rumination associated with leadership, job demands, and exhaustion: A three-wave study

Long-term profiles of work-related rumination associated with leadership, job demands, and exhaustion: A three-wave study

Back to Basics: The Relative Importance of Transformational and Fair Leadership for Employee Work Engagement and Exhaustion

The Effects of Authentic Leadership on Employees’ Well-Being and the Role of Relational Cohesion

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