Investigating occupational well-being and leadership from a person-centred longitudinal approach: congruence of well-being and perceived leadership
Perko, K., Kinnunen, U., Tolvanen, A., & Feldt, T. (2016). Investigating occupational well-being and leadership from a person-centred longitudinal approach: congruence of well-being and perceived leadership. European Journal of Work and Organizational Psychology, 25(1), 105-119. https://doi.org/10.1080/1359432X.2015.1011136
© Taylor & Francis 2015. This is a final draft version of an article whose final and definitive form has been published by Psychology Press. Published in this repository with the kind permission of the publisher.
The overall objective of this longitudinal study was to investigate the association between perceived leadership and employee well-being from a person-centred approach utilizing the principles of the conservation of resources theory (Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44, 513–524; Hobfoll, S. E. (2002). Social and psychological resources and adaptation. Review of General Psychology, 6, 307–324). First, we aimed to identify latent classes (i.e., subgroups) of employees that demonstrated similar mean levels of stability and change in occupational well-being (i.e., vigour and emotional exhaustion) across a mean time-lag of 14 months. Second, we ascertained whether employees in the latent well-being classes differed in their ratings of transformational, authentic, and abusive leadership behaviours across time. Self-report data were obtained from Finnish employees (N = 262, 88% women) working in a variety of municipal jobs. Using factor mixture modelling, four latent well-being classes were identified, indicating good (79%), low (10%), improving (8%), and deteriorating (3%) well-being. Congruence in both level and change of well-being and perceived leadership was found. That is, employees with better well-being across time reported more favourable leadership behaviours at both time points, and changes in employee well-being were reflected as changes in perceived leadership. The close relationship between perceived leadership and well-being is discussed from both a leader-centric (leadership as a resource) and a follower-centric (well-being as a resource) perspective. ...
PublisherPsychology Press; European Association of Work and Organizational Psychology
ISSN Search the Publication Forum1359-432X
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