Skip to main content Accessibility help
×
Hostname: page-component-586b7cd67f-r5fsc Total loading time: 0 Render date: 2024-11-23T07:34:27.205Z Has data issue: false hasContentIssue false

5 - The Role of Line Managers in Promoting and Protecting Employee Well-Being

from Part II - Line Managers

Published online by Cambridge University Press:  23 February 2023

Laurent M. Lapierre
Affiliation:
University of Ottawa
Sir Cary Cooper
Affiliation:
University of Manchester
Get access

Summary

This chapter investigates the association between frontline manager behavior and employee psychological and physical well-being. Based on the results of a comprehensive literature review of empirical research, we summarize the links between leadership and employee well-being using two broad categories – constructive (e.g., transformational, leader-member exchange) and destructive (e.g., abusive supervision) leadership. We define key concepts and consider the similarities and differences between micro, macro, and meso-level moderators and mediating mechanisms that have been studied in the last decade of scholarly research. Areas for future research are discussed, and promising directions for this area of study are suggested.

Type
Chapter
Information
Publisher: Cambridge University Press
Print publication year: 2023

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Abubakar, A. (2018). Linking work–family interference, workplace incivility, gender and psychological distress. Journal of Management Development, 37(3), 226242.Google Scholar
Adams, G., & Buck, J. (2010). Social stressors and strain among police officers: It’s not just the bad guys. Criminal Justice and Behavior, 37(9), 10301040.Google Scholar
Adil, A., & Kamal, A. (2016). Impact of psychological capital and authentic leadership on work engagement and job related affective well-being. Pakistan Journal of Psychological Research, 31(1), 121.Google Scholar
Agarwal, U. (2019). Examining links between abusive supervision, PsyCap, LMX and outcomes. Management Decision, 57(5), 13041334.CrossRefGoogle Scholar
Alilyyani, B., Wong, C., & Cummings, G. (2018). Antecedents, mediators, and outcomes of authentic leadership in healthcare: A systematic review. International Journal of Nursing Studies, 83, 3464.Google Scholar
Álvarez‐Pérez, M., Carballo‐Penela, A., & Rivera‐Torres, P. (2020). Work–life balance and corporate social responsibility: The evaluation of gender differences on the relationship between family‐friendly psychological climate and altruistic behaviors at work. Corporate Social Responsibility and Environmental Management, 27(2), 116.CrossRefGoogle Scholar
Anicich, E. M., & Hirsh, J. (2017). The psychology of middle power: Vertical code-switching, role conflict, and behavioral inhibition. Academy of Management Review, 42(4). https://doi.org/10.5465/amr.2016.0002Google Scholar
Arnold, K. A. (2017). Transformational leadership and employee psychological well-being: A review and directions for future research. Journal of Occupational Health Psychology, 22 (3), 381393.Google Scholar
Arnold, K. A., Connelly, C. E., Gellatly, I. R., Walsh, M. M., & Withey, M. J. (2017). Using a pattern-oriented approach to study leaders: Implications for burnout and perceived role demand. Journal of Organizational Behaviour, 38, 10381056.Google Scholar
Audenaert, M., Vanderstraeten, A., & Buyens, D. (2017). When affective well-being is empowered: The joint role of leader–member exchange and the employment relationship. The International Journal of Human Resource Management, 28(15), 22082227.Google Scholar
Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309328. https://doi.org/10.1108/02683940710733115Google Scholar
Banks, G. C., Gooty, J., Ross, R. L., Williams, C. E., & Harrington, N. T. (2018). Construct redundancy in leader behaviors: A review and agenda for the future. The Leadership Quarterly, 29, 236251.CrossRefGoogle Scholar
Barling, J., Christie, A., & Hoption, C. (2011). Leadership. In Zedeck, S. (Ed.), Handbook of industrial and organizational psychology. American Psychological Association.Google Scholar
Barling, J., & Frone, M. R. (2017). If only my leader would just do something! Passive leadership undermines employee well-being through role stressors and psychological resource depletion. Stress & Health, 33, 211222.CrossRefGoogle ScholarPubMed
Bass, B. (1985). Leadership and performance beyond expectations. Free Press.Google Scholar
Beattie, L., & Griffin, B. (2014). Day-level fluctuations in stress and engagement in response to workplace incivility: A diary study. Work & Stress, 28(2), 124142.Google Scholar
Belschak, F., Muhammad, R., & Den-Hartog, D. (2018). Birds of a feather can butt heads: When Machiavellian employees work with Machiavellian leaders. Journal of Business Ethics, 151(3), 613626.Google Scholar
Bligh, M., & Riggio, R. (2013). Exploring distance in leader–follower relationships: When near is far and far is near (Leadership: Research and practice series). Routledge.Google Scholar
Biron, M. (2013). Effective and ineffective support: How different sources of support buffer the short–and long–term effects of a working day. European Journal of Work and Organizational Psychology, 22(2), 150164.Google Scholar
Blomberg, S., & Rosander, M. (2019). Exposure to bullying behaviours and support from co-workers and supervisors: A three-way interaction and the effect on health and well-being. International Archives of Occupational and Environmental Health, 93, 479490.Google Scholar
Bono, J. E., & McNamara, G. (2011). From the editors: Publishing in AMJ – Part 2: Research design [Editorial]. Academy of Management Journal, 54(4), 657660.Google Scholar
Booth, J., Shantz, A., Glomb, T., Duffy, M., & Stillwell, E. (2020). Bad bosses and self‐verification: The moderating role of core self‐evaluations with trust in workplace management. Human Resource Management, 59(2), 135152.Google Scholar
Breevaart, K., Bakker, A. B., Demerouti, E., & Derks, D. (2016). Who takes the lead? A multi-source diary study on leadership, work engagement, and job performance. Journal of Organizational Behavior, 37(3), 309325.Google Scholar
Busch, C., Koch, T., Clasen, J., Winkler, E., & Vowinkel, J. (2017). Evaluation of an organizational health intervention for low-skilled workers and immigrants. Human Relations, 70(8), 9941016.Google Scholar
Daniels, K., Russell, A., Michaelides, G., Nasamu, E., & Connolly, S. (2022). The measurement of well-being at work. In Lapierre, L. M. & Cooper, C. L. (Eds.), Organisational stress and well-being, Cambridge University Press.Google Scholar
Danna, K., & Griffin, R. W. (1999). Health and well-being in the workplace: A review and synthesis of the literature. Journal of Management, 25, 357384.Google Scholar
Diebig, M., Bormann, K., & Rowold, J. (2017). Day-level transformational leadership and followers’ daily level of stress: A moderated mediation model of team cooperation, role conflict, and type of communication. European Journal of Work and Organizational Psychology, 26(2), 234249.Google Scholar
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspective. Leadership Quarterly, 25(1), 3662.Google Scholar
Dunkl, A., Jiménez, P., Žižek, S., Milfelner, B., & Kallus, W. (2015). Similarities and differences of health-promoting leadership and transformational leadership. Naše gospodarstvo/Our Economy, 61(4), 313.Google Scholar
Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. Leadership Quarterly, 18, 207216.Google Scholar
Ellis, A., Bauer, T., Erdogan, B., & Truxillo, D. (2019). Daily perceptions of relationship quality with leaders: Implications for follower well-being. Work & Stress, 33(2), 119136.Google Scholar
Fischer, T., Dietz, J., & Antonakis, J. (2017). Leadership process models: A review and synthesis. Journal of Management, 43(6), 17261753.Google Scholar
Fiset, J., & Boies, K. (2018). Seeing the unseen: Ostracism interventionary behaviour and its impact on employees. European Journal of Work and Organizational Psychology, 27(4), 403417.Google Scholar
Fiset, J., Robinson, M. A., & Saffie-Robertson, M. C. (2019). Masking wrongs through brilliance: The moderating effect of vision on the relationship between abusive supervision and employee outcomes. European Journal of Work and Organizational Psychology, 28(6), 756768. https://doi.org/10.1080/1359432X.2019.1637853Google Scholar
Ganster, D. C., & Rosen, C. C. (2013). Work stress and employee health. Journal of Management, 39(5), 10851122.Google Scholar
Gottfredson, R. K., Wright, S. L., & Heaphy, E. D. (2020). A critique of the Leader-Member Exchange construct: Back to square one. The Leadership Quarterly, 31, 101385.Google Scholar
Grant, A. M., Christianson, M. K., & Price, R. H. (2007). Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs. Academy of Management Perspectives, 21, 5163.Google Scholar
Güntera, A. V., Klonek, F. E., Lehmann-Willenbrock, N., & Kauffeld, S. (2020). Follower behavior renders leader behavior endogenous: The simultaneity problem, estimation challenges, and solutions. The Leadership Quarterly, 31(101441).Google Scholar
Gurt, J., Schwennen, C., & Elke, G. (2011). Health-specific leadership: Is there an association between leader consideration for the health of employees and their strain and well-being? Work & Stress, 25(2), 108127.Google Scholar
Hammer, L. B., Allen, S. J., & Leslie, J. J. (2022). Workplace interventions involving management. In Lapierre, L. M. & Cooper, C. L. (Eds.), Organisational stress and well-being. Cambridge University Press.Google Scholar
Hammer, L., Wan, W., Brockwood, K., Bodner, T., & Mohr, C. (2019). Supervisor support training effects on veteran health and work outcomes in the civilian workplace. Journal of Applied Psychology, 104(1), 5269.Google Scholar
Harms, P. D, Credé, M., Tynan, M., Leon, M., & Jeung, W. (2017). Leadership and stress: A meta-analytic review. The Leadership Quarterly, 28(1), 178194.Google Scholar
Herr, R., Van Harreveld, F., Uchino, B., Birmingham, W., Loerbroks, A., Fischer, J., & Bosch, J. (2019). Associations of ambivalent leadership with distress and cortisol secretion. Journal of Behavioral Medicine, 42(2), 265275.Google Scholar
Hill, R., Morganson, V., Matthews, R., & Atkinson, T. (2016). LMX, breach perceptions, work–family conflict, and well-being: A mediational model. The Journal of Psychology, 150(1), 132149.Google Scholar
Hobfoll, S. E. (1989). Conservation of resources. A new attempt at conceptualizing stress. The American Psychologist, 44(3), 513524.Google Scholar
Howard, M. C., & Hoffman, E. F. (2018). Variable-centered, person-centered, and person-specific approaches: Where theory meets the method. Organizational Research Methods, 21, 846876.Google Scholar
Huang, J., Wang, J., Wu, G., & You, X. (2016). Crossover of burnout from leaders to followers: A longitudinal study. European Journal of Work and Organizational Psychology, 25(6), 849861.Google Scholar
Huyghebaert, T., Gillet, N., Becker, C., Kerhardy, S., & Fouquereau, E. (2017). Examining the effect of affective commitment to the supervisor on nurses’ psychological health as a function of internal locus of control. Journal of Nursing Management, 25(4), 297306.Google Scholar
Hyde, J., Bigler, R., Joel, D., Tate, C., & van Anders, S. (2019). The future of sex and gender in psychology: Five challenges to the gender binary. American Psychologist, 74(2), 171193. https://doi.org/10.1037/amp0000307Google Scholar
Hartlaub, D., Inceoglu, I., Hernandez Bark, A., & Kark, R. (2022). Is it stressful at the top? The demands of leadership in times of stability and crisis. In Lapierre, L. M. & Cooper, C. L. (Eds.), Organisational stress and well-being. Cambridge University Press.Google Scholar
Inceoglu, I., Thomas, G., Chu, C., Plans, D., & Gerbasi, A. (2017). Leadership behavior and employee well-being: An integrated review and a future research agenda. The Leadership Quarterly, 29(1), 179202.CrossRefGoogle Scholar
Jimmieson, N. L., Tucker, M. K., & Campbell, J. L. (2017). Task conflict leads to relationship conflict when employees are low in trait self-control: Implications for employee strain. Personality and Individual Differences, 113, 209218.Google Scholar
Kara, D., Uysal, M., Sirgy, M., & Lee, G. (2013). The effects of leadership style on employee well-being in hospitality. International Journal of Hospitality Management, 34, 918.Google Scholar
Karanika-Murray, M., Bartholomew, K., Williams, G., & Cox, T. (2015). Leader–member exchange across two hierarchical levels of leadership: Concurrent influences on work characteristics and employee psychological health. Work & Stress, 29(1), 5774.Google Scholar
Keyes, C. L. M., Shmotkin, D., & Ryff, C. D. (2002). Optimizing well-being: The empirical encounter of two traditions. Journal of Personality and Social Psychology, 82(6), 10071022.Google Scholar
Kiersch, C. E., & Byrne, Z. S. (2015). Is being authentic being fair? Multilevel examination of authentic leadership, justice, and employee outcomes. Journal of Leadership & Organizational Studies, 22(3), 292303.Google Scholar
Kozlowski, S. W. J., & Doherty, M. L. (1989). Integration of climate and leadership: Examination of a neglected issue. Journal of Applied Psychology, 74(4), 546553.Google Scholar
Krasikova, D. V., Green, S. G., & LeBreton, J. M. (2013). Destructive leadership: A theoretical review, integration, and future research agenda. Journal of Management, 39(5).Google Scholar
Krasikova, D. V., & LeBreton, J. M. (2012). Just the two of us: Misalignment of theory and methods in examining dyadic phenomena. Journal of Applied Psychology, 97(4), 739757.Google Scholar
Laschinger, H., Borgogni, L., Consiglio, C., & Read, E. (2015). The effects of authentic leadership, six areas of work-life, and occupational coping self-efficacy on new graduate nurses’ burnout and mental health: A cross-sectional study. International Journal of Nursing Studies, 52(6), 10801089.Google Scholar
Li, Y., Wang, Z., Yang, L., & Liu, S. (2016). The crossover of psychological distress from leaders to subordinates in teams: The role of abusive supervision, psychological capital, and team performance. Journal of Occupational Health Psychology, 21(2), 142153.Google Scholar
Liang, L. H., Hanig, S., Evans, R., Brown, D. J, & Lian, H. (2018). Why is your boss making you sick? A longitudinal investigation modeling time‐lagged relations between abusive supervision and employee physical health. Journal of Organizational Behavior, 39(9), 10501065.CrossRefGoogle Scholar
Liu, C., Yang, L., & Nauta, M. (2013). Examining the mediating effect of supervisor conflict on procedural injustice–job strain relations: The function of power distance. Journal of Occupational Health Psychology, 18(1), 6474.Google Scholar
Lundmark, R., Hasson, H., von Thiele Schwarz, U., Hasson, D., & Tafvelin, S. (2017). Leading for change: Line managers’ influence on the outcomes of an occupational health intervention. Work & Stress, 31(3), 276296.Google Scholar
Mackey, J., Frieder, R., Brees, J., & Martinko, M. (2015). Abusive supervision: A meta-analysis and empirical review. Journal of Management, 43(6), 19401965.Google Scholar
Magalhães, A., Santos, N. R., & Pais, L. (2019). Multi‐source research designs on ethical leadership: A literature review. Business & Society Review (00453609), 124(3), 345364.Google Scholar
Mäkikangas, A., Kinnunen, U., Feldt, T., & Schaufeli, W. (2016). The longitudinal development of employee well-being: A systematic review. Work & Stress, 30(1), 4670.Google Scholar
Maxwell, S. E., & Cole, D. A. (2007). Bias in cross-sectional analyses of longitudinal mediation. Psychological Methods, 12(1), 2344.Google Scholar
McKee, M., Driscoll, C., Kelloway, E., & Kelley, E. (2011). Exploring linkages among transformational leadership, workplace spirituality and well-being in health care workers. Journal of Management, Spirituality & Religion, 8(3), 233255.Google Scholar
McKinsey & Company. (2020). COVID-19 and gender equality: Countering the regressive effects. www.mckinsey.com/featured-insights/future-of-work/covid-19-and-gender-equality-countering-the-regressive-effectsGoogle Scholar
Meuser, J. D., Gardner, W. L., Dinh, J. E., Hu, J., Liden, R. C., & Lord, R. G. (2016). A network analysis of leadership theory: The infancy of integration. Journal of Management, 42(5), 13741403.Google Scholar
Miner, J. B. (2002). Organizational behavior: Foundations, theories, and analyses. Oxford University Press.Google Scholar
Mohr, G., & Wolfram, H. (2010). Stress among managers: The importance of dynamic tasks, predictability, and social support in unpredictable times. Journal of Occupational Health Psychology, 15(2), 167179.Google Scholar
Molina-Azorin, J. F., Bergh, D. D., Corley, K. G., & Ketchen, D. J. (2017). Mixed methods in the organizational sciences: Taking stock and moving forward. Organizational Research Methods, 20(2), 179192.Google Scholar
Montano, D., Reeske, A., Franke, F., & Huffmeir, J. (2017). Leadership, followers’ mental health and job performance in organizations: A comprehensive meta-analysis from an occupational health perspective. Journal of Organizational Behavior, 38, 327350.Google Scholar
Mullen, J., Fiset, J., & Rhéaume, A. (2018). Destructive forms of leadership. Leadership & Organization Development Journal, 9(8), 946961. https://doi.org/10.1108/LODJ-06-2018-0203Google Scholar
Munir, F., Nielsen, K., Garde, A., Albertsen, K., & Carneiro, I. (2012). Mediating the effects of work–life conflict between transformational leadership and health-care workers’ job satisfaction and psychological wellbeing. Journal of Nursing Management, 20(4), 512521.Google Scholar
Nielsen, K. (2013). How can we make organizational interventions work? Employees and line managers as actively crafting interventions. Human Relations, 66(8), 10291050.Google Scholar
Nielsen, K., & Daniels, K. (2012). Does shared and differentiated transformational leadership predict followers’ working conditions and well-being? The Leadership Quarterly, 23(3), 383397.Google Scholar
Nielsen, K., & Daniels, K. (2016). The relationship between transformational leadership and follower sickness absence: The role of presenteeism. Work & Stress, 30 (2), 193208Google Scholar
Nielsen, K., & Randall, R. (2009). Managers’ active support when implementing teams: The impact on employee well-being. Applied Psychology: Health and Well-Being, 1(3), 374390.Google Scholar
Ogbonnaya, C., & Messersmith, J. (2019). Employee performance, well‐being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes? Human Resource Management Journal, 29(3), 509526.Google Scholar
Olinske, J., & Hellman, C. (2017). Leadership in the human service nonprofit organization: The influence of the board of directors on executive director well-being and burnout. Human Service Organizations: Management, Leadership & Governance, 41(2), 95105.Google Scholar
Pauli, J., Chambel, M., Capellari, M., & Rissi, V. (2018). Motivation, organisational support and satisfaction with life for private sector teachers in Brazilian higher education. Higher Education Quarterly, 72(2), 107120.Google Scholar
Peltokorpi, V., & Ramaswami, A. (2019). Abusive supervision and subordinates’ physical and mental health: The effects of job satisfaction and power distance orientation. The International Journal of Human Resource Management, 32(4), 893919.Google Scholar
Peterson, S. J., Abramson, R., & Stutman, R. K. (2020, November/December). How to develop your leadership style. Harvard Business Review. https://hbr.org/2020/11/how-to-develop-your-leadership-styleGoogle Scholar
Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539569.Google Scholar
Probst, T., Jiang, L., & Graso, M. (2016). Leader–member exchange: Moderating the health and safety outcomes of job insecurity. Journal of Safety Research, 56, 4756. http://doi.org/10.1016/j.jsr.2015.11.003Google Scholar
Rafferty, A., Restubog, S., & Jimmieson, N. (2010). Losing sleep: Examining the cascading effects of supervisors’ experience of injustice on subordinates’ psychological health. Work & Stress, 24(1), 3655.Google Scholar
Rahimnia, F., & Sharifirad, M. S. (2015). Authentic leadership and employee well-being: The mediating role of attachment insecurity. Journal of Business Ethics, 132(2), 363377.Google Scholar
Rajesh, J., Prikshat, V., & Shum, P. (2019). Follower emotional intelligence: A mediator between transformational leadership and follower outcomes. Personnel Review, 4(5), 12391260.Google Scholar
Read, E., & Laschinger, H. (2015). The influence of authentic leadership and empowerment on nurses’ relational social capital, mental health and job satisfaction over the first year of practice. Journal of Advanced Nursing, 71(7), 16111623.Google Scholar
Ryan, R. M., & Deci, E. L. (2001). On happiness and human potentials: A review of research on hedonic and eudaimonic well-being. Annual Review of Psychology, 52(1), 141166.Google Scholar
Sallis, A., & Birkin, R. (2014). Experiences of work and sickness absence in employees with depression: An interpretative phenomenological analysis. Journal of Occupational Rehabilitation, 24(3), 469483.Google Scholar
Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24, 138158.Google Scholar
Sergent, K., & Stajkovic, A. D. (2020). Women’s leadership is associated with fewer deaths during the COVID-19 crisis: Quantitative and qualitative analyses of United States governors. Journal of Applied Psychology, 105(8), 771783.Google Scholar
Skakon, J., Nielsen, K., Borg, V., & Guzman, J. (2010). Are leaders’ well-being, behaviours and style associated with the affective well-being of their employees? A systematic review of three decades of research. Work & Stress, 24(2), 107139.Google Scholar
Spector, P. E. (2022). From occupational fatigue to occupational health. In Lapierre, L. M. & Cooper, C. L. (Eds.), Organisational stress and well-being, Cambridge University Press.Google Scholar
Steiner, B., & Wooldredge, J. (2015). Individual and environmental sources of work stress among prison officers. Criminal Justice and Behavior, 42(8), 800818.Google Scholar
Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2), 178190.Google Scholar
Tepper, B. J., Simon, L., & Park, H. M. (2017). Abusive supervision. Annual Review of Organizational Psychology of Organizational Behavior, 4, 123–52.Google Scholar
The Lancet. (2020). The gendered dimensions of COVID-19. The Lancet, 395(10231), 1168.Google Scholar
Tripathi, N., & Ghosh, V. (2018). Gender differences in the effect of downward influence strategies on perceived stress and general-health: The mediating role of organizational justice. Employee Responsibilities and Rights Journal, 30(1), 135.Google Scholar
Van Knippenberg, D., & Sitkin, S. B. (2013). A critical assessment of charismatic -transformational leadership research: Back to the drawing board? The Academy of Management Annals, 7, 160.Google Scholar
Vignoli, M., Depolo, M., Cifuentes, M., & Punnett, L. (2018). Disagreements on leadership styles between supervisors and employees are related to employees’ well-being and work team outcomes. International Journal of Workplace Health Management, 11(5), 274293.Google Scholar
Vogel, R. M., Mitchell, M. S., Tepper, B. J., Restubog, S. L. D., Hu, C., Hua, W., & Huang, J. (2015). A cross-cultural examination of subordinates’ perceptions of and reactions to abusive supervision. Journal of Organizational Behavior, 36(5), 720745.Google Scholar
Walsh, M., & Arnold, K. (2020). The bright and dark sides of employee mindfulness: Leadership style and employee well‐being. Stress and Health, 36(3), 287298. http://doi.org/10.1002/smi.2926Google Scholar
Wang, Z., Xing, L., & Zhang, Y. (2019). Do high-performance work systems harm employees’ health? An investigation of service-oriented HPWS in the Chinese healthcare sector. The International Journal of Human Resource Management, 32(10), 22642297. http://doi.org/10.1080/09585192.2019.1579254CrossRefGoogle Scholar
Warr, P. (1999). Well-being and the workplace. In Kahneman, D., Diener, E., & Schwarz, N. (Eds.), Well-being: The foundations of hedonic psychology (pp. 392412). Russell Sage Foundation.Google Scholar
Weziak-Bialowolska, D., Bialowolski, P., Sacco, P. L., VanderWeele, T. J., & McNeely, E. (2020). Well-being in life and well-being at work: Which comes first? Evidence from a longitudinal study. Frontiers in Public Health, 8, 103. https://doi.org/10.3389/fpubh.2020.00103Google Scholar
Wong, M. (2020). Stanford research provides a snapshot of a new working-from-home economy, Stanford News. https://news.stanford.edu/2020/06/29/snapshot-new-working-home-economy/Google Scholar
Yagil, D., Ben-Zur, H., & Tamir, I. (2011). Do employees cope effectively with abusive supervision at work? An exploratory study. International Journal of Stress Management, 18(1), 523.Google Scholar
Yammarino, F. J., Dionne, S. D., Chun, J. U., & Dansereau, F. (2005). Leadership and levels of analysis: A state-of-the-science review. The Leadership Quarterly, 16, 879919.Google Scholar
Yang, C. (2014). Does ethical leadership lead to happy workers? A study on the impact of ethical leadership, subjective well-being, and life happiness in the Chinese culture. Journal of Business Ethics, 123(3), 513525.Google Scholar
Yang, L. Q., & Caughlin, D. E. (2017). Aggression-preventive supervisor behavior: Implications for workplace climate and employee outcomes. Journal of Occupational Health Psychology, 22(1), 1.Google Scholar
Zhang, S., & Tu, Y. (2018). Cross-domain effects of ethical leadership on employee family and life satisfaction: The moderating role of family-supportive supervisor behaviors. Journal of Business Ethics, 152(4), 10851097.Google Scholar
Zhang, Y., & Liao, Z. (2015). Consequences of abusive supervision: A meta-analytic review. Asia Pacific Journal of Management, 32(4), 959987.Google Scholar
Zwingmann, I., Wegge, J., Wolf, S., Rudolf, M., Schmidt, M., & Richter, P. (2014). Is transformational leadership healthy for employees? A multilevel analysis in 16 nations. German Journal of Human Resource Management, 28(1–2), 2.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×