Leadership and Employee Work Passion: Propositions for Future Empirical Investigations

Richard Egan, Mark Turner, Deborah Blackman

Research output: Contribution to journalArticle

7 Citations (Scopus)

Abstract

There has been growing research interest in work passion; however, limited research has been conducted on the role of work environment antecedents on which employee cognitions and affect are formed and employee work intentions are developed. Research has shown that leadership is fundamental and influential in contemporary organizations, and it affects numerous positive employee and organizational outcomes, yet questions relating to which leadership behaviors encourage (or discourage) employee work passion, and how such processes occur, remain unanswered. Our analysis of two distinct streams of research—employee work passion and leadership theory—resulted in the development of a theoretical model that links leadership (behavior and values), employee affect, and employee work intentions. We propose that employee affect will mediate relations between leadership and work intentions. Research propositions and recommendations for future research are presented.

Original languageEnglish
Pages (from-to)394-424
Number of pages31
JournalHuman Resource Development Review
Volume16
Issue number4
DOIs
Publication statusPublished - 1 Dec 2017

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Employees
Empirical investigation
Passion
Leadership behavior
Work environment
Positive affect
Organizational outcomes
Cognition

Cite this

Egan, Richard ; Turner, Mark ; Blackman, Deborah. / Leadership and Employee Work Passion: Propositions for Future Empirical Investigations. In: Human Resource Development Review. 2017 ; Vol. 16, No. 4. pp. 394-424.
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Leadership and Employee Work Passion: Propositions for Future Empirical Investigations. / Egan, Richard; Turner, Mark; Blackman, Deborah.

In: Human Resource Development Review, Vol. 16, No. 4, 01.12.2017, p. 394-424.

Research output: Contribution to journalArticle

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