The dynamic relationship between laissez-faire leadership and day-level stress: A role theory perspective

Diebig M, Bormann K (2020)
GERMAN JOURNAL OF HUMAN RESOURCE MANAGEMENT-ZEITSCHRIFT FUR PERSONALFORSCHUNG 34(3): 324-344.

Zeitschriftenaufsatz | E-Veröff. vor dem Druck | Englisch
 
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Autor*in
Diebig, Mathias; Bormann, KaiUniBi
Abstract / Bemerkung
Previous research on laissez-faire leadership and stress has focused on between-person differences by looking at general ratings of leader behaviours. Yet, researchers have demonstrated a high situational contingency of leadership behaviours that call for a more detailed analysis of within-person differences. We adopt a role theory perspective to explain why daily laissez-faire leadership is linked to daily stress of followers. Also drawing on role theory, we further explain fluctuations of supervisors' laissez-faire leadership behaviour over time in relation to follower perceptions of day-specific stress. Finally, we also take followers' level of neuroticism into perspective to describe when followers are particularly vulnerable to laissez-faire leadership. We conducted a diary study spanning over 5 days within I working week to test whether daily laissez-faire leadership and its variability were positively related to followers' daily stress and whether these relations were moderated by follower neuroticism. A total of 201 participants completed the diary surveys (M=4.79 days X 201 participants = 963 data points) and provided information in an initial survey. Results gave support for most of our hypotheses and showed a positive relationship between daily laissez-faire leadership and daily stress as well as a positive relationship between laissez-faire leadership variability and daily stress. Neuroticism moderated the positive relationship between laissez-faire leadership variability and daily stress in the way that the relationship between laissez-faire leadership variability and daily stress was stronger for individuals with high neuroticism.
Stichworte
diary study; laissez-faire leadership; leader consistency; work stress
Erscheinungsjahr
2020
Zeitschriftentitel
GERMAN JOURNAL OF HUMAN RESOURCE MANAGEMENT-ZEITSCHRIFT FUR PERSONALFORSCHUNG
Band
34
Ausgabe
3
Seite(n)
324-344
ISSN
2397-0022
eISSN
2397-0030
Page URI
https://pub.uni-bielefeld.de/record/2945113

Zitieren

Diebig M, Bormann K. The dynamic relationship between laissez-faire leadership and day-level stress: A role theory perspective. GERMAN JOURNAL OF HUMAN RESOURCE MANAGEMENT-ZEITSCHRIFT FUR PERSONALFORSCHUNG. 2020;34(3):324-344.
Diebig, M., & Bormann, K. (2020). The dynamic relationship between laissez-faire leadership and day-level stress: A role theory perspective. GERMAN JOURNAL OF HUMAN RESOURCE MANAGEMENT-ZEITSCHRIFT FUR PERSONALFORSCHUNG, 34(3), 324-344. doi:10.1177/2397002219900177
Diebig, M., and Bormann, K. (2020). The dynamic relationship between laissez-faire leadership and day-level stress: A role theory perspective. GERMAN JOURNAL OF HUMAN RESOURCE MANAGEMENT-ZEITSCHRIFT FUR PERSONALFORSCHUNG 34, 324-344.
Diebig, M., & Bormann, K., 2020. The dynamic relationship between laissez-faire leadership and day-level stress: A role theory perspective. GERMAN JOURNAL OF HUMAN RESOURCE MANAGEMENT-ZEITSCHRIFT FUR PERSONALFORSCHUNG, 34(3), p 324-344.
M. Diebig and K. Bormann, “The dynamic relationship between laissez-faire leadership and day-level stress: A role theory perspective”, GERMAN JOURNAL OF HUMAN RESOURCE MANAGEMENT-ZEITSCHRIFT FUR PERSONALFORSCHUNG, vol. 34, 2020, pp. 324-344.
Diebig, M., Bormann, K.: The dynamic relationship between laissez-faire leadership and day-level stress: A role theory perspective. GERMAN JOURNAL OF HUMAN RESOURCE MANAGEMENT-ZEITSCHRIFT FUR PERSONALFORSCHUNG. 34, 324-344 (2020).
Diebig, Mathias, and Bormann, Kai. “The dynamic relationship between laissez-faire leadership and day-level stress: A role theory perspective”. GERMAN JOURNAL OF HUMAN RESOURCE MANAGEMENT-ZEITSCHRIFT FUR PERSONALFORSCHUNG 34.3 (2020): 324-344.