Leadership, affect and outcomes: symmetrical and asymmetrical relationships

Abstract

Purpose

The purpose of this paper is to examine the extent to which emotional experiences mediate the relationships between employees’ perception of considerate and/or tyrannical leadership behaviors and their work engagement and intention to leave the organization. The notion of symmetric and asymmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes is also examined.

Design/methodology/approach

Employing a survey design, the variables were assessed in a cross-sectional sample of 312 employees.

Findings

The study confirmed the notion of symmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes. Contrary to the general notion that “bad is stronger than good,” the results indicated that positive emotions were equal or stronger mediators than the negative ones regarding the two outcomes measured in the present study.

Originality/value

The paper is, to the authors’ knowledge, the first paper which examines simultaneously how constructive and destructive leadership styles, and positive and negative affects, are related to employee attitudes outcomes, and evokes a discussion when bad is stronger than good or vice versa regarding leadership outcomes.

Citation

Glasø, L., Skogstad, A., Notelaers, G. and Einarsen, S. (2018), "Leadership, affect and outcomes: symmetrical and asymmetrical relationships", Leadership & Organization Development Journal, Vol. 39 No. 1, pp. 51-65. https://doi.org/10.1108/LODJ-08-2016-0194