2012
DOI: 10.1108/01437731211241247
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Transformational and passive avoidant leadership as determinants of absenteeism

Abstract: Purpose -Does leadership style affect absenteeism in a company? The purpose of this paper is to contrast the effects of two leadership styles -transformational and passive avoidant -on absenteeism, both legitimate and illegitimate, as mediated by job satisfaction. Design/methodology/approach -A self-report questionnaire was completed by a sample of 120 employees of a national mail delivery company. Hierarchical regressions were used to analyze the data. Findings -It was found that transformational leadership d… Show more

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Cited by 58 publications
(67 citation statements)
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References 60 publications
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“…Study 1 scale means, standard deviations, correlations, and reliabilities. (Nunnally, 1978) and was consistent with previous research reporting reliability estimates in the .80-.90 range for this scale (e.g., Avolio et al, 1999;Druskat, 1994;Frooman, Mendelson, & Murphy, 2012). In addition to having employees assess their supervisor's leadership, supervisors self-reported their own leadership style using the leader self-report version of the MLQ (Bass & Avolio, 1997).…”
Section: Study 1 Methodssupporting
confidence: 80%
“…Study 1 scale means, standard deviations, correlations, and reliabilities. (Nunnally, 1978) and was consistent with previous research reporting reliability estimates in the .80-.90 range for this scale (e.g., Avolio et al, 1999;Druskat, 1994;Frooman, Mendelson, & Murphy, 2012). In addition to having employees assess their supervisor's leadership, supervisors self-reported their own leadership style using the leader self-report version of the MLQ (Bass & Avolio, 1997).…”
Section: Study 1 Methodssupporting
confidence: 80%
“…Thus, we next measured the average perceived participation with three items (sample item: "I can contribute my perspective if it comes to decisions that are relevant for my work"; Cronbach's α = .84). Twelfth, we measured average perceived leadership support with a four-item measure, e.g., asking employees to rate if their supervisor offers constructive feedback about their work (Cronbach's α = .95), as meta-analyses review supervisory support is an impact factor on employee' absenteeism (Frooman, Mendelson, & Murphy, 2012). Additionally, Schaufeli et al (2009) underline the role of social support for employee engagement and absenteeism.…”
Section: Control Variables (T 1 )mentioning
confidence: 99%
“…Absenteeism, most generally, “is the failure to report for work as scheduled” (Johns : 160). It is an important issue because it has been increasing in many countries, and incurs great financial costs (Gaudine and Saks ; Frooman, Mendelson and Murphy ; De Paola, Scoppa and Pupo ). Such costs are direct and indirect.…”
Section: Absenteeismmentioning
confidence: 99%
“…These include employee replacement (Gaudine and Saks ; Biron and Saksvik ), decreased productivity (such as missed deadlines, mistakes, and delays), increased administrative costs (like time lost to finding replacements), a decrease in employee morale due to heavier workloads, decreased customer satisfaction (Conference Board of Canada ), and reduced performance or safety, like when a highly skilled or essential employee is absent (such as when a general duty nurse replaces a paediatric nurse, quality of care could be reduced) (Gaudine and Saks ). Given these considerations and costs, academics and practitioners have looked at absenteeism from numerous different perspectives to better understand it (Blau and Boal ; Frooman, Mendelson and Murphy ).…”
Section: Absenteeismmentioning
confidence: 99%
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