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Getting what you want : How fit between desired and received leader sensitivity influences emotion and Counterproductive work behavior
Rupprecht, Elizabeth A. Kueny, Clair Reynolds Shoss, Mindy Metzger, Andrew J.
Rupprecht, Elizabeth A.
Kueny, Clair Reynolds
Shoss, Mindy
Metzger, Andrew J.
Abstract
We challenge the intuitive belief that greater leader sensitivity is always associated with desirable outcomes for employees and organizations. Specifically, we argue that followers’ idiosyncratic desires for, and perceptions of, leader sensitivity behaviors play a key role in how followers react to their leader’s sensitivity. Moreover, these resulting affective experiences are likely to have important consequences for organizations, specifically as they relate to employee counterproductive work behavior (CWB). Drawing from supplies-values (S-V) fit theory and the stressor-emotion model of CWB, the current study focuses on the affective and behavioral consequences of fit between subordinates’ ideal leader sensitivity behavior preferences and subordinates’ perceptions of their actual leader’s sensitivity behaviors. Polynomial regression analyses reveal that congruence between ideal and actual leader sensitivity influences employee negative affect and, consequently, engagement in counterproductive work behavior. (PsycInfo Database Record (c) 2020 APA, all rights reserved)
Keywords
sensitivity, stressor-emotion model, implicit leadership theory, counterproductive work behavior
Date
2016
Type
Journal article
Journal
Journal of Occupational Health Psychology
Book
Volume
21
Issue
4
Page Range
443-454
Article Number
ACU Department
Collections
Relation URI
DOI
Source URL
Event URL
Open Access Status
License
All rights reserved
File Access
Controlled