Independence at work is commonly considered a job resource which fosters motivation and employee well-being. Somewhat paradoxically, it is embedded in a relationship, and employees' independence also hinges on their leaders' willingness to grant it. Analyzing this resource as part of the leader-follower relationship can be useful in exploring its beneficial, ambivalent, or detrimental reciprocal effects. We present two Actor-Partner Interdependence Models (APIM) which analyze leaders' and followers' independence as antecedents, and work engagement and emotional exhaustion as outcomes. We test our models on 112 pairs of UK workers, finding a significant partner effect between leaders' independence and followers' exhaustion. Our findings confirm the utility of a dyadic perspective for investigating leadership and well-being at work, and suggest improvements for leadership training and measures fostering job well-being.

Gatti, P., Bligh, M., Cortese, C. (2019). When a leader job resource can be ambivalent or even destructive: Independence at work as a double-edged sword. PLOS ONE, 14(5), 1-18 [10.1371/journal.pone.0217482].

When a leader job resource can be ambivalent or even destructive: Independence at work as a double-edged sword

Gatti P.;
2019

Abstract

Independence at work is commonly considered a job resource which fosters motivation and employee well-being. Somewhat paradoxically, it is embedded in a relationship, and employees' independence also hinges on their leaders' willingness to grant it. Analyzing this resource as part of the leader-follower relationship can be useful in exploring its beneficial, ambivalent, or detrimental reciprocal effects. We present two Actor-Partner Interdependence Models (APIM) which analyze leaders' and followers' independence as antecedents, and work engagement and emotional exhaustion as outcomes. We test our models on 112 pairs of UK workers, finding a significant partner effect between leaders' independence and followers' exhaustion. Our findings confirm the utility of a dyadic perspective for investigating leadership and well-being at work, and suggest improvements for leadership training and measures fostering job well-being.
Articolo in rivista - Articolo scientifico
Leader-follower relationships; independence at work; APIM models; dyadic relationships
English
2019
14
5
1
18
open
Gatti, P., Bligh, M., Cortese, C. (2019). When a leader job resource can be ambivalent or even destructive: Independence at work as a double-edged sword. PLOS ONE, 14(5), 1-18 [10.1371/journal.pone.0217482].
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10281/424398
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