Mind your own break! The interactive effect of workday respite activities and mindfulness on employee outcomes via affective linkages

Chong, SinHui; Kim, You Jin; Lee, Hun Whee; Johnson, Russell E.; Lin, Szu-Han

doi:10.1016/j.obhdp.2019.11.001

Cited by 54 publications

(56 citation statements)

References 71 publications

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“…In particular, our results indicate that the emotion leaders experience after listening to colleagues vent makes them prone to mistreating others later in the day. Thus, our research suggests that after listening to a colleague vent, it would behoove managers to engage in emotion regulation and repair tactics aimed at improving their emotional state (e.g., respite activities such as going for a walk or mindfulness exercises, or deep acting activities to alter their emotional state) prior to interacting with other members of the organization (e.g., Burton, Hoobler, & Scheuer, 2012; Chong et al., 2020; Kim, Park, & Headrick, 2018).…”

Section: Discussionmentioning

confidence: 99%

“…Three items from Watson, Clark, and Tellegen (1988) measured negative emotion (see also Chong, Kim, Lee, Johnson, & Lin, 2020). Participants rated the extent to which they felt nervous, upset, and distressed on a 5‐point scale (1 = very slightly/not at all ; 5 = very much ).…”

Section: Methodsmentioning

confidence: 99%

“…To rule out whether receipt of venting has an indirect effect via an alternative affective pathway, we measured positive emotion via three items from Watson et al. (1988) (excited, alert, and enthusiastic) at Time 2 (see also Chong et al., 2020). Participants reported their felt emotion using a 5‐point scale (1 = very slightly/not at all ; 5 = very much ).…”

Section: Methodsmentioning

confidence: 99%

See 2 more Smart Citations

When lending an ear turns into mistreatment: An episodic examination of leader mistreatment in response to venting at work

Rosen

Gabriel

Lee

et al. 2020

Personnel Psychology

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Venting—an emotion‐focused form of coping involving the discharge of negative feelings to others—is common in organizational settings. Venting may benefit the self via the release of negative emotion, or by acting as a catalyst for changes to problematic work situations. Nonetheless, venting might have unintended consequences via its influence on those who are the recipients of venting from others. In light of this idea, we provide a theoretical explanation for how leaders in particular are affected by venting receipt at work. Drawing from the transactional model of stress, we theorize that venting tends to be appraised as a threat, which triggers negative emotion that, in turn, potentiates deviant action tendencies (i.e., interpersonal mistreatment). Yet, our theory suggests that not all leaders necessarily experience venting in the same way. Specifically, leaders with higher need for cognition are less influenced by surface‐level cues associated with others’ emotional expressions and find challenging interpersonal situations to be less aversive, thereby attenuating the deleterious effects of receipt of venting. In an experience sampling study of 112 managers across 10 consecutive workdays, we find support for our theoretical model. Altogether, our findings provide insight into the costs incurred when leaders lend an ear to those who vent, which can result in negative downstream consequences.

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Section: Discussionmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

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When lending an ear turns into mistreatment: An episodic examination of leader mistreatment in response to venting at work

Rosen

Gabriel

Lee

et al. 2020

Personnel Psychology

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“…On days when servant leadership behaviors are frequently enacted, leaders who are not skilled in taking others’ perspectives should take steps to cope with and offset potential depletion. For example, leaders may be offered opportunities to disengage psychologically from work by taking respites throughout the work day or between work days (Fritz & Sonnentag, 2006; Trougakos, Beal, Green, & Weiss, 2008; Trougakos, Hideg, Cheng, & Beal, 2014), doing physical exercise (e.g., Toker & Biron, 2012), drinking caffeine (Welsh, Ellis, Christian, & Mai, 2014), socializing with others (Sonnentag, 2001), practicing social mindfulness exercises (Song, Liu, Wang, Lanaj, Johnson, & Shi, 2017), or some combination of these activities (e.g., mindfulness exercises during respites; Chong, Kim, Lee, Johnson, & Lin, 2020).…”

Section: Discussionmentioning

confidence: 99%

“… 5. We expect error covariances for observed variables that form the same latent variable and used the modification index (MI) to detect such error covariances (Chong et al, 2020; Miller, Jenkins, Kaplan, & Salonen, 1995). Thus, we allowed the error terms of items measuring the same construct (e.g., the error terms of items measuring servant leadership behavior) to covary when the MI was greater than 10. …”

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confidence: 99%

Serving You Depletes Me? A Leader-Centric Examination of Servant Leadership Behaviors

Liao¹,

Lee²,

Johnson

et al. 2020

Journal of Management

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Leader behaviors are dynamic and vary over time, and leaders’ actions at a given time can have ramifications for their subsequent behavior. Taking such a dynamic perspective on leader behaviors, we examined daily servant leadership behavior and its downstream effects on the leaders themselves from a within-person self-regulation perspective. Results from two experience sampling studies consistently revealed that engaging in daily servant leadership behavior can come at a cost for the leaders. Specifically, for leaders who are low in perspective taking, engaging in servant leadership behavior was associated with increases in same-day depletion and next-day withdrawal from their leadership role (i.e., greater laissez-faire behavior). However, for leaders who frequently exercise perspective taking, engaging in daily servant leadership behavior was instead associated with decreases in depletion and subsequent laissez-faire behavior, suggesting that servant leadership behaviors are replenishing for these individuals. Experience in perspective taking is therefore a key individual difference that determines whether enacting servant leadership behavior is beneficial or detrimental for leaders. We discuss theoretical and practical implications of our findings and provide avenues for future leadership research.

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How remote workers manage loneliness and performance: Virtual social interaction as an alternative resource management strategy

Cho,

Kim,

Kim

et al. 2024

Human Resource Dev Quarterly

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Drawing on resource‐based theories and the work–nonwork interface perspective, this study examines the full cycle of the resource gain–loss dynamics experienced by remote workers under constrained face‐to‐face personal social interactions. Our proposed model highlights how the lack of personal social interactions, particularly when involuntarily restricted, negatively impacts daily performance through resource loss. We introduce virtual social interaction (VSI) as an alternative source of social support. Using a 5‐day daily diary study with 170 white‐collar employees (n = 620) working remotely during COVID‐19, multilevel path analysis revealed that lack of personal social interactions decreased task performance and helping behavior via loneliness and reduced work resources. Further, we found a resource‐replenishing effect of VSI, when undertaken during work hours, serving as a protective factor against resource loss and poor performance.

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Mind your own break! The interactive effect of workday respite activities and mindfulness on employee outcomes via affective linkages

Cited by 54 publications

References 71 publications

When lending an ear turns into mistreatment: An episodic examination of leader mistreatment in response to venting at work

When lending an ear turns into mistreatment: An episodic examination of leader mistreatment in response to venting at work

Serving You Depletes Me? A Leader-Centric Examination of Servant Leadership Behaviors

How remote workers manage loneliness and performance: Virtual social interaction as an alternative resource management strategy

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