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Leadership behavior and subordinate well-being

被引：194
|
作者：
van Dierendonek, D
Haynes, C
Borrill, C
Stride, C
机构：
[1] Univ Amsterdam, Dept Work & Org Psychol, NL-1018 WB Amsterdam, Netherlands
[2] JPMorganChase, London, England
[3] Aston Univ, Aston Business Sch, Birmingham B4 7ET, W Midlands, England
[4] Univ Sheffield, Inst Work Psychol, Sheffield S10 2TN, S Yorkshire, England
来源：
JOURNAL OF OCCUPATIONAL HEALTH PSYCHOLOGY | 2004年 / 9卷 / 02期
关键词：
D O I：
10.1037/1076-8998.9.2.165
中图分类号：
R1 [预防医学、卫生学];
学科分类号：
1004 ; 120402 ;
摘要：
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 I 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.
引用
收藏
页码：165 / 175
页数：11
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