Energy Crossover from Leader to Followers: A Time-lagged Study of the Effects of Energy Discrepancy and Leader-Member Exchange
This study investigates the effects of the difference between leaders’ and followers’ level of subjective energy on the change in subordinates’ energy one year later, and on customer-oriented citizenship behaviors. Building mainly on the crossover model, our time-lagged model also examines the moder...
| Autores: | , |
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| Tipo de recurso: | artículo |
| Fecha de publicación: | 2020 |
| País: | España |
| Institución: | Colegio Oficial de Psicólogos de Madrid |
| Repositorio: | Journal of Work and Organizational Psychology |
| OAI Identifier: | oai:journals.copmadrid.org:jwop/art/jwop2020a13 |
| Acceso en línea: | https://doi.org/10.5093/jwop2020a13 |
| Access Level: | acceso abierto |
| Palabra clave: | Energy at work, Crossover model, Dyadic contagion, Leader-member exchange, Energy depletion, Organizational citizenship behavior Energía en el trabajo, Modelo de transmisión, Contagio diádico, Intercambio líder-miembro, Agotamiento de energía, Comportamiento cívico organizativo |
| Sumario: | This study investigates the effects of the difference between leaders’ and followers’ level of subjective energy on the change in subordinates’ energy one year later, and on customer-oriented citizenship behaviors. Building mainly on the crossover model, our time-lagged model also examines the moderating role of leader-member exchange. Results of polynomial regression and response surface analyses performed with a sample of 277 dyads in the retail sector indicate that the effect of the energy gap is asymmetrical, such that followers paired with a more energetic leader gain energy one year later, whereas those matched with less energetic leaders experience energy depletion. As expected, a high-quality relationship buffers the de-energizing effect of leaders with lower energy and augments the gain of energy triggered by more energetic leaders. |
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