Abstract
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 language | English |
|---|---|
| Pages (from-to) | 1-31 |
| Number of pages | 31 |
| Journal | Human Resource Development Quarterly |
| DOIs | |
| Publication status | E-pub ahead of print - 8 Mar 2019 |
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Leadership behavior : A partial test of the employee work passion model. / Egan, Richard; Zigarmi, Drea; Richardson, Alice.
In: Human Resource Development Quarterly, 08.03.2019, p. 1-31.Research output: Contribution to journal › Article
TY - JOUR
T1 - Leadership behavior
T2 - A partial test of the employee work passion model
AU - Egan, Richard
AU - Zigarmi, Drea
AU - Richardson, Alice
PY - 2019/3/8
Y1 - 2019/3/8
N2 - 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.
AB - 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.
KW - affect
KW - intentions
KW - leadership
KW - passion
KW - values
UR - http://www.scopus.com/inward/record.url?scp=85062778694&partnerID=8YFLogxK
UR - http://www.mendeley.com/research/leadership-behavior-partial-test-employee-work-passion-model
U2 - 10.1002/hrdq.21346
DO - 10.1002/hrdq.21346
M3 - Article
SP - 1
EP - 31
JO - Human Resource Development Quarterly
JF - Human Resource Development Quarterly
SN - 1044-8004
ER -