Transformational leadership and depressive symptoms among employees: mediating factors

Perko, Kaisa; Kinnunen, Ulla; Feldt, Taru

doi:10.1108/lodj-07-2012-0082

Cited by 52 publications

(65 citation statements)

References 86 publications

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“…As reported previously (Perko et al, 2014), there were slightly more women among the respondents at T1 as compared to the population in the work units (85% vs. 81%). Respondents who continued participation at T2 (n = 262) did not differ from those who discontinued participation (n = 292) at T2 with respect to their ratings in any of the study variables at T1, or in gender or age (Perko, Kinnunen, Tolvanen, & Feldt, 2016).…”

Section: Attrition Analysessupporting

confidence: 62%

“…These time lags were mainly determined based on the schedule of an intervention that was conducted in other countries participating in the project. The response rate at baseline was 62.5% (for details of the T1 sample and participant recruitment, see Perko et al, 2014). Of the T1 participants, 47.2% continued participation at T2.…”

Section: Participants and Proceduresmentioning

confidence: 99%

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Long-term profiles of work-related rumination associated with leadership, job demands, and exhaustion: A three-wave study

2017

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This study extends on previous research regarding recovery from work stress by investigating the role of qualitative job demands and leadership in employees' work-related rumination (WRR). The long-term development of WRR was examined from a person-centred approach across 22 months.Drawing on the stressor-detachment framework and the conservation of resources theory, we investigated whether different WRR profiles could be understood in terms of levels of and changes in job demands (quantitative, cognitive, emotional), several aspects of supervisory leadership, and exhaustion that was expected to result from the impeded energy restoration process. A three-wave questionnaire study was conducted among Finnish municipal employees in heterogeneous occupations. Factor mixture modelling was used to identify latent classes (i.e. subgroups of participants with similar mean levels and mean level changes) of WRR. The results indicated five distinct classes of work-related rumination. Participants in the higher WRR classes reported higher levels of job demands, less supervisor fairness, and more abusive supervision. In the decreasing class, WRR decreased concurrently with decreasing job demands. Exhaustion showed considerable congruence with WRR both between and within persons. The findings are discussed from the point of view of a loss cycle concerning energetic psychological resources and difficulties in goal attainment.

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Section: Attrition Analysessupporting

confidence: 62%

Section: Participants and Proceduresmentioning

confidence: 99%

Long-term profiles of work-related rumination associated with leadership, job demands, and exhaustion: A three-wave study

2017

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“…Transformational leadership consists of four sub-dimensions: (1) idealized influence, in which the leaders are admired, respected, and trusted; (2) inspirational motivation, which reflects how leaders motivate and inspire employees by providing meaning and challenge in their work; (3) intellectual stimulation, which refers to stimulating employees' efforts to be innovative and creative by questioning assumptions, reframing problems, and approaching old situations in new ways; and (4) individualized consideration, which involves leaders paying more attention to each individual follower's needs for achievement and growth by acting as a coach or mentor (Bass 1985;Bass and Riggio 2006). Previous studies have consistently suggested that transformational leadership is related to followers' positive attitudes and performances (e.g., Perko et al 2014;Chan and Mak 2014).…”

Section: Transformational Leadership and Employee Voicementioning

confidence: 94%

Transformational leadership and employee voice: an affective perspective

Zhen

Sun

et al. 2019

Front. Bus. Res. China

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This study aims to examine the effect of transformational leadership on employee voice behavior. Specifically, this study investigates the mediating role of positive affect in linking transformational leadership with voice and the moderating role of over-qualification in influencing the mediation of positive affect. In particular, a twowave survey was conducted. A sample of 271 participants complete a questionnaire measuring transformational leadership, positive affect and various demographic variables in the first wave. Then, they complete a second questionnaire measuring perceived over-qualification and voice behavior 2 weeks later. We conduct a series of multiple regression analyses to test the model. The results show that positive affect partially mediated the relationship between transformational leadership and employee voice behavior. Over-qualification moderated the relationship between positive affect and voice. In addition, moderated mediation analyses reveal that positive affect mediates the relationship between transformational leadership and voice only for highly over-qualified employees. This study investigates a new method linking transformational leadership and voice from an affective perspective by finding the mediating effect of positive affect. We also verify the role of "energized to" process in shaping proactive behaviors. Finally, this study examines the boundary conditions of the effect of positive affect on voice.

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“…The participants in the present cross-sectional study were public sector workers employed by four municipalities in Finland (N = 333). The data utilized in this study were collected in the late spring of 2012 at the second wave of longitudinal data collection in the larger project (see Perko, Kinnunen and Feldt, 2014;Perko, Kinnunen, Tolvanen and Feldt, 2016). Of the 333 participants in the second wave (T2), 262 had also participated in the first wave (T1) in the spring of 2011.…”

Section: Participants and Proceduresmentioning

confidence: 99%

Back to Basics: The Relative Importance of Transformational and Fair Leadership for Employee Work Engagement and Exhaustion

Perko¹,

Kinnunen

Tolvanen³

et al. 2016

Scandinavian Journal of Work and Organizational Psychology

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Transformational leadership and depressive symptoms among employees: mediating factors

Cited by 52 publications

References 86 publications

Long-term profiles of work-related rumination associated with leadership, job demands, and exhaustion: A three-wave study

Long-term profiles of work-related rumination associated with leadership, job demands, and exhaustion: A three-wave study

Transformational leadership and employee voice: an affective perspective

Back to Basics: The Relative Importance of Transformational and Fair Leadership for Employee Work Engagement and Exhaustion

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