No abstract

Abstract. Background. Academic literature has shown that working conditions created by ethical leaders might have positive as well as negative consequences for the employees. Research has revealed that it might contribute to employees' workaholism and occupational burnout, but this relationship is still controversial.

No abstract

No abstract

Purpose The purpose of this paper is to investigate the relationship between dimensions of the perceived transformational leadership style and the employees’ workaholism. Design/methodology/approach The quantitative approach with a cross-sectional research design was adopted in the present study. The study involved 250 employees working in different Lithuanian organisations. The perceived transformational leadership style was assessed with the help of the Transformational Leadership Inventory (Podsakoff et al., 1990). The ten-item Dutch Work Addiction Scale developed by Schaufeli et al. (2009) was used for measuring workaholism. Findings The results revealed a significant positive correlation between the perceived high expectations of the manager, employees’ excessive work and general workaholism. The perceived individualised support was negatively related to the employees’ excessive, compulsive work and general workaholism. It was also found that high performance expectations could predict the employees’ greater excessive work and general workaholism. Moreover, a higher level of individualised support appears to be the most important factor decreasing the employees’ excessive work and proneness to general workaholism. It was further found that the probability of higher levels of workaholism was stronger among the middle managers than among the non-executive employees. Originality/value This study contributes to limited empirical research into the negative effect of the transformational leadership style in determining the employees’ health-damaging work behaviour.