Leadership behavior: A partial test of the employee work passion model

Richard Egan, Drea Zigarmi, Alice Richardson

Research output: Contribution to journalArticlepeer-review

15 Citations (Scopus)


This study examined empirical associations between employee cognitive perceptions of leader behavior (directive behavior, supportive behavior) and leader values (self-concern, other orientation), employee positive affect and negative affect, and employee work intentions indicative of (dis)passionate employees. An internet-based self-report questionnaire survey was administered to 409 employees within three private sector organizations in Australia. Structural equation modeling indicated that supportive behavior, other-orientation, and self-concern had respective indirect effects on work intentions through employee positive affect. Employee positive affect was a stronger predictor of employee work intentions than was employee negative affect. Implications of these findings for theory and practice are discussed.

Original languageEnglish
Pages (from-to)311-341
Number of pages31
JournalHuman Resource Development Quarterly
Issue number3
Publication statusPublished - Sept 2019


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