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Citation |
van Dierendonck D, Haynes C, Borrill C, Stride C. J. Occup. Health Psychol. 2004; 9(2): 165-175. |
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Affiliation |
Department of Work and Organizational Psychology, University of Amsterdam, Amsterdam, Netherlands. H.G.H.vanDierendonck@uva.nl |
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Copyright |
(Copyright © 2004, American Psychological Association) |
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DOI |
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PMID |
15053715 |
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Abstract |
The authors used a longitudinal design to investigate the relation between leadership behavior and the well-being of subordinates. Well-being is conceptualized as people's feelings about themselves and the settings in which they live and work. Staff members (N = 562) of 2 Community Trusts participated 4 times in a 14-month period. Five models were formulated to answer 2 questions: What is the most likely direction of the relation between leadership and well-being, and what is the time frame of this relation? The model with the best fit suggested that leadership behavior and subordinate responses are linked in a feedback loop. Leadership behavior at Time 1 influenced leadership behavior at Time 4. Subordinate well-being at Time 2 synchronously influenced leadership behavior at Time 2. Leadership behavior at Time 4 synchronously influenced subordinate well-being at Time 4. Language: en |