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Mechanisms linking authentic leadership to emotional exhaustion: The role of procedural justice and emotional demands in a moderated mediation approach

View Article: PubMed Central - PubMed

ABSTRACT

In order to gain more knowledge on how the positive leadership concept of authentic leadership impacts follower strain, this study tries to uncover procedural justice as an underlying mechanism. In contrast to previous work, we exclusively base our theoretical model on justice theories. Specifically, we hypothesize that authentic leadership negatively predicts emotional exhaustion through perceptions of procedural justice. We assume that this indirect effect is conditional on followers’ amount of emotional demands, and that the procedural justice-emotional exhaustion relationship is stronger when emotional demands are high. This finally results in a stronger exhaustion-reducing effect of authentic leadership. The proposed moderated mediation model was tested in a sample of N=628 employees nested in 168 teams using lagged data from three waves. Results provide support for all hypotheses. Authentic leadership is critical to employees’ well-being as it contributes to an elevated perception of positive work conditions (procedural justice), especially in contexts with high emotional demands. Limitations and practical implications on leadership development are discussed.

No MeSH data available.


Plotted indirect effect for specific values of emotional demands (bold line). Dotted lines represent confidence bands.
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fig_002: Plotted indirect effect for specific values of emotional demands (bold line). Dotted lines represent confidence bands.

Mentions: To test H3, we further examined whether the indirect path from authentic leadership on emotional exhaustion through procedural justice was conditional on special values of emotional demands. Table 3 and Fig. 2 show that the indirect effect was significant for higher values of emotional demands. In fact, at one standard deviation under the mean of emotional demands the conditional indirect effect was B=−0.11, p=.028, for the mean the conditional indirect was B=−0.18, p<.001, and for one standard deviation above the mean it was B=−0.24, p<.001. For low emotional demands (−2 SD) the effect failed to reach significance. In sum, our results support H3. Moreover, estimations show that the effect increases with larger values of emotional demands, which is in line with our specific predictions made in H2 and H3. The negative relationship between procedural justice and emotional exhaustion, and moreover, the negative indirect effect of authentic leadership on employee’s emotional exhaustion via procedural justice are stronger when emotional demands are high.Table 3. Estimated conditional indirect effect of authentic leadership on emotional exhaustion through procedural justice at specific values of emotional demands (mean, one and two standard deviations under and above)Values of emotional demandsB(SE)tp−2 SD−0.05(0.07)−0.65.515−1 SD−0.11*(0.05)−2.20.028M (0.00)−0.18**(0.05)−3.90.000+1 SD−0.24**(0.06)−3.99.000+2 SD−0.30**(0.09)−3.56.000


Mechanisms linking authentic leadership to emotional exhaustion: The role of procedural justice and emotional demands in a moderated mediation approach
Plotted indirect effect for specific values of emotional demands (bold line). Dotted lines represent confidence bands.
© Copyright Policy - open-access
Related In: Results  -  Collection

License
Show All Figures
getmorefigures.php?uid=PMC5383407&req=5

fig_002: Plotted indirect effect for specific values of emotional demands (bold line). Dotted lines represent confidence bands.
Mentions: To test H3, we further examined whether the indirect path from authentic leadership on emotional exhaustion through procedural justice was conditional on special values of emotional demands. Table 3 and Fig. 2 show that the indirect effect was significant for higher values of emotional demands. In fact, at one standard deviation under the mean of emotional demands the conditional indirect effect was B=−0.11, p=.028, for the mean the conditional indirect was B=−0.18, p<.001, and for one standard deviation above the mean it was B=−0.24, p<.001. For low emotional demands (−2 SD) the effect failed to reach significance. In sum, our results support H3. Moreover, estimations show that the effect increases with larger values of emotional demands, which is in line with our specific predictions made in H2 and H3. The negative relationship between procedural justice and emotional exhaustion, and moreover, the negative indirect effect of authentic leadership on employee’s emotional exhaustion via procedural justice are stronger when emotional demands are high.Table 3. Estimated conditional indirect effect of authentic leadership on emotional exhaustion through procedural justice at specific values of emotional demands (mean, one and two standard deviations under and above)Values of emotional demandsB(SE)tp−2 SD−0.05(0.07)−0.65.515−1 SD−0.11*(0.05)−2.20.028M (0.00)−0.18**(0.05)−3.90.000+1 SD−0.24**(0.06)−3.99.000+2 SD−0.30**(0.09)−3.56.000

View Article: PubMed Central - PubMed

ABSTRACT

In order to gain more knowledge on how the positive leadership concept of authentic leadership impacts follower strain, this study tries to uncover procedural justice as an underlying mechanism. In contrast to previous work, we exclusively base our theoretical model on justice theories. Specifically, we hypothesize that authentic leadership negatively predicts emotional exhaustion through perceptions of procedural justice. We assume that this indirect effect is conditional on followers&rsquo; amount of emotional demands, and that the procedural justice-emotional exhaustion relationship is stronger when emotional demands are high. This finally results in a stronger exhaustion-reducing effect of authentic leadership. The proposed moderated mediation model was tested in a sample of N=628 employees nested in 168 teams using lagged data from three waves. Results provide support for all hypotheses. Authentic leadership is critical to employees&rsquo; well-being as it contributes to an elevated perception of positive work conditions (procedural justice), especially in contexts with high emotional demands. Limitations and practical implications on leadership development are discussed.

No MeSH data available.