Mission impossible? Effects of crisis, leader and follower strain on health-oriented leadership

Klebe, Laura; Felfe, Jörg; Klug, Katharina

doi:10.1016/j.emj.2021.07.001

Cited by 29 publications

(32 citation statements)

References 59 publications

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“…In line with previous research, our findings support the notion that leadership is contingent on the situation, as perceived transformational leadership was higher and abusive leadership was lower in stressful periods ( Geier, 2016 ; Klebe et al, 2021 ). Especially inconsistencies in abusive leadership, even on a small scale, seem to affect followers rather than inconsistencies in positive behavior.…”

Section: Discussionsupporting

confidence: 92%

“…While leaders can draw on their full psychological capital in calm situations and thus have enough resources to actively engage in constructive leadership, these resources and capacities are limited in stressful periods ( Harms et al, 2017 ). Due to time pressure, leaders may need to shift their focus from their employees to goal orientation and task fulfillment, causing employee-oriented leadership to deteriorate ( Hannah et al, 2009 ; Klebe et al, 2021 ). Hence, leadership varies across situations, so that leaders likely show less transformational and more abusive leadership in stressful versus routine conditions.…”

Section: Leadership In Calm and Stressful Situationsmentioning

confidence: 99%

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When Your Boss Is Under Pressure: On the Relationships Between Leadership Inconsistency, Leader and Follower Strain

2022

Self Cite

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It is widely acknowledged that leadership is crucial for follower health. Under stress, positive leader behaviors such as transformational leadership may decrease and the risk of negative behaviors such as abusive leadership may increase. Followers experience these discrepancies in leadership between routine and stressful periods as inconsistent. While positive and negative leadership is generally associated with follower strain, inconsistency may be stressful by itself, because it entails insecurity and unpredictability in the leader-follower relationship. We suggest that the level of perceived inconsistency and volatility in leaders’ behavior across situations is an additional risk factor for follower health. Moreover, we expect perceived inconsistency to be stronger when leaders are strained. This survey study with N = 304 employees examines the relationships between leadership inconsistency and leader as well as follower strain from a followers’ perspective. Participants rated their leaders’ transformational and abusive leadership separately for routine and stressful conditions, their leaders’ strain and their own strain. Employees who experienced stronger discrepancies in leadership between routine and stressful conditions, i.e., more inconsistency, experienced more strain. Moreover, from a followers’ perspective, inconsistencies were stronger when leaders were strained. The findings provide evidence that leadership is less stable and consistent than generally assumed and that inconsistency is an additional risk factor. Leader strain may threaten the consistency of leadership and thereby negatively affect follower health.

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Section: Discussionsupporting

confidence: 92%

Section: Leadership In Calm and Stressful Situationsmentioning

confidence: 99%

When Your Boss Is Under Pressure: On the Relationships Between Leadership Inconsistency, Leader and Follower Strain

2022

Self Cite

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“…It is therefore important to keep in mind that we have established indirect relationships, not effects, between leader self-care, staff care, and employee well-being. It is, for example, plausible to assume that leaders’ self-care and staff care partly represent reactions to their employees and not just one-directional influences [ 55 , 73 ], or that employees’ health shapes their perception of staff care [ 2 ]. Previous longitudinal research has linked staff care to subsequent trajectories of physical and mental health over several months [ 14 ].…”

Section: Discussionmentioning

confidence: 99%

Does Self-Care Make You a Better Leader? A Multisource Study Linking Leader Self-Care to Health-Oriented Leadership, Employee Self-Care, and Health

Klug

Felfe

Krick

2022

IJERPH

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Leadership plays an important role in employee well-being. In light of a growing research interest in leaders’ resources as determinants of healthy leadership, it is not yet clear how leaders’ behavior regarding their own health (self-care) may trickle down to employees. Drawing on Conservation of Resources Theory and the model of Health-Oriented Leadership, this study tests two mechanisms through which employees may benefit from self-caring leaders: (a) through staff care, that is, concern for their employees’ health (improved leadership hypothesis); and (b) through a direct relationship between leaders’ and employees’ self-care (role-modeling hypothesis). In turn, both staff care and employee self-care would relate positively to employee health. Multilevel path models based on a sample of N = 46 supervisors and 437 employees revealed that leader self-care was positively related to leader-rated staff care at Level 2, which was positively related to employee-rated staff care at Level 1. In turn, employee-rated staff care was positively related to employee health. The findings support the improved leadership hypothesis and underline the importance of leader self-care as a determinant of healthy leadership.

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“…The Employee themes covers research related to effects of COVID-19 on employees and work-life balance extensively. Work-from-home (e.g., Zhang, Gerlowski, & Acs, 2021 ), self-employment (e.g., Kalenkoski & Pabilonia, 2021 ), turnover during and after pandemic ( Bajrami et al, 2021 ), and effective leader characteristics in crisis (e.g., Klebe, Felfe, & Klug, 2021 ) are future research streams in the Employee theme.…”

Section: Future Research Directionmentioning

confidence: 99%

COVID-19 research in management: An updated bibliometric analysis

Hashemi

Rajabi

Alejandro

2022

Journal of Business Research

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Mission impossible? Effects of crisis, leader and follower strain on health-oriented leadership

Cited by 29 publications

References 59 publications

When Your Boss Is Under Pressure: On the Relationships Between Leadership Inconsistency, Leader and Follower Strain

When Your Boss Is Under Pressure: On the Relationships Between Leadership Inconsistency, Leader and Follower Strain

Does Self-Care Make You a Better Leader? A Multisource Study Linking Leader Self-Care to Health-Oriented Leadership, Employee Self-Care, and Health

COVID-19 research in management: An updated bibliometric analysis

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