title: Leadership behavior and subordinate well-being.
abstract: The authors used a longitudinal design to investigate the relation between leadership behavior and the well-being of subordinates. Well-being is conceptualized as people's feelings about themselves and the settings in which they live and work. Staff members (N = 562) of 2 Community Trusts participated 4 times in a 14-month period. Five models were formulated to answer 2 questions: What is the most likely direction of the relation between leadership and well-being, and what is the time frame of this relation? The model with the best fit suggested that leadership behavior and subordinate responses are linked in a feedback loop. Leadership behavior at Time 1 influenced leadership behavior at Time 4. Subordinate well-being at Time 2 synchronously influenced leadership behavior at Time 2. Leadership behavior at Time 4 synchronously influenced subordinate well-being at Time 4.
authors.affiliation: Department of Work and Organizational Psychology, University of Amsterdam, Amsterdam, Netherlands. H.G.H.vanDierendonck@uva.nl
authors.forename: Dirk
authors.initials: D
authors.lastname: van Dierendonck
authors.forename: Clare
authors.initials: C
authors.lastname: Haynes
authors.forename: Carol
authors.initials: C
authors.lastname: Borrill
authors.forename: Chris
authors.initials: C
authors.lastname: Stride
mesh_terms: D000328:Adult; D004291:Dominance-Subordination; D005260:Female; D006801:Humans; D007398:Interpersonal Relations; D007588:Job Satisfaction; D007857:Leadership; D008137:Longitudinal Studies; D008297:Male; D008875:Middle Aged; D008960:Models, Psychological; D016272:Occupational Health; D015279:Organizational Culture; D010559:Personnel Management; D011590:Psychology, Industrial; D012649:Self Concept; D013995:Time; D006113:United Kingdom; D017132:Workplace / Q000523:psychology*