Optimal time lags in panel studies.

Dormann, Christian; Griffin, Mark

doi:10.1037/met0000041

Cited by 552 publications

(447 citation statements)

References 56 publications

(103 reference statements)

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“…We however note that our choice was guided by previous recommendations (Van Dierendonck, Haynes, Borrill & Stride, 2004), and recent findings that show the methodological superiority of shorter over longer time lags further supports our decision (Dormann & Griffin, 2015). Furthermore, recent evidence shows that burnout varies from day to day (Halbesleben & Wheeler, 2011), implying that changes should be observable over short time frames.…”

Section: Limitations and Strengthsmentioning

confidence: 61%

Transformational leadership and burnout: The role of thriving and followers’ openness to experience.

Hildenbrand

Sacramento

Binnewies

2018

Journal of Occupational Health Psychology

165

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Grounding our research in conservation of resources theory, we set out to shed light on the relationship between transformational leadership (TFL) and employee burnout. Specifically, we considered both thriving at work, a personal resource, and employees' openness to experience (OTE), a key resource, to uncover whether all employees benefit equally from TFL (a contextual resource). In detail, we argued that the negative effect of TFL on employee burnout is mediated by employee thriving at work, and that employees' OTE constitutes a boundary condition of this process. Our moderated mediation model was tested with 2 waves of data from 148 employees from a midsized German manufacturing company. The results supported our hypotheses and revealed that employees' thriving at work mediated the link between TFL and reduced burnout. As predicted, these relationships were moderated by employees' personality in such a way that TFL affected thriving and hence burnout of employees high on OTE, but not of employees low on OTE. Taken together, our findings suggest that TFL serves as a resource that protects employees from burning out, but also highlights the need to consider employees' personality in perceptions of and reactions to leadership.

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Section: Limitations and Strengthsmentioning

confidence: 61%

Transformational leadership and burnout: The role of thriving and followers’ openness to experience.

Hildenbrand

Sacramento

Binnewies

2018

Journal of Occupational Health Psychology

165

View full text Add to dashboard Cite

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“…Thus, it cannot be exactly stated that the occurring effects appear within a 6-month time frame. Moreover, due to relatively high stabilities of most investigated variables, longer time lags might show even stronger effects (Dormann and Griffin, 2015). Additionally, though we were able to assess cross-lagged effects with two measurement times, multiple assessments across time are necessary to assess developments and possible non-linear effects (Roe, 2014).…”

Section: Discussionmentioning

confidence: 99%

Reciprocal Relations between Work-Related Authenticity and Intrinsic Motivation, Work Ability and Depressivity: A Two-Wave Study

Emmerich

Rigotti

2017

Front. Psychol.

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This study investigates the role of context-specific authenticity at work for work-related outcomes (intrinsic motivation, work ability) and depressivity. Furthermore reciprocal relations between work-related authenticity and healthy psychological functioning are investigated. Longitudinal data from 1,243 employees from 63 subsidiaries of a non-profit organization in the social sector were analyzed using multilevel structural equation modeling. Work-related authenticity at T1 predicted work ability and depressivity, but not intrinsic motivation at T2, about 6 months later. Work-related authenticity at T2 was predicted by intrinsic motivation and depressivity, but not by work ability at T1. We conclude that work-related authenticity and healthy psychological functioning are positively reinforcing each other. Thus, enabling employees to be authentic supposedly increases their well-being and is a pivotal opportunity for organizations to foster health and performance-related indicators like work ability and prevent negative health indicators like depressivity. At the same time, authenticity of employees can be fostered through workplace health promotion.

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“…Addressing this gap, we (a) reveal implicit assumptions about time in leadership research, (b) discuss different temporal configurations of leadership, (c) elaborate on unfolding time (i.e., how long it takes for effects to materialize) and persistence of leadership effects, and (d) caution against using non-theory-based time lags. In doing so, we complement recent methodological efforts to find optimal time lags (Dormann & Griffin, 2015) with conceptual considerations to examine leadership processes.…”

Section: It Is Time To Put Time Into Theorizing and Testingmentioning

confidence: 99%

Leadership Process Models: A Review and Synthesis

Fischer

Dietz

Antonakis

2016

Journal of Management

228

221

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In organizational research, studying "processes" is important for uncovering and understanding the underlying causal mechanisms in a predictor-mediator-outcome logic. Processes answer "how" and "why" questions and provide more complete explanations about phenomena. Our focus in this review is on studies of leadership processes, which we systematically analyze to report on the state-of-the science. In doing so, we present a two-dimensional target-centric taxonomy to integrate previous research: The taxonomy distinguishes the target's level (i.e., individual follower, team, organizational, and extra-organizational) as well as the type of leadership processes that affect either the target's development or leverage of resources. Our review indicates that the predominantly studied leadership "meta" process model looks at the effect of leader traits or behaviors on performance-related outcomes through cognitive, affective, or behavioral leveraging factors. This "meta" model points to several important and understudied processes including a leader's influence on the target's development or work context. We also identify two largely overlooked yet critical issues for leadership process research: Modeling the role of time and that of multiple processes through which leadership effects manifest themselves in organizations. Using our taxonomy, we provide several reflection points that can guide the development of genuine and thoughtful leadership process theories. We conclude by urging future leadership process research to embrace multi-process, multi-level, and time-sensitive models.

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Optimal time lags in panel studies.

Cited by 552 publications

References 56 publications

Transformational leadership and burnout: The role of thriving and followers’ openness to experience.

Transformational leadership and burnout: The role of thriving and followers’ openness to experience.

Reciprocal Relations between Work-Related Authenticity and Intrinsic Motivation, Work Ability and Depressivity: A Two-Wave Study

Leadership Process Models: A Review and Synthesis

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