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The impact of leader depletion on leader performance: the mediating role of leaders’ trust beliefs and employees’ citizenship behaviors

The leadership role can be demanding and depleting. Using self-regulation and social exchange theory as a framework, we developed a three-step sequential mediation model that explains how feelings of depletion can degrade leaders’ own performance level, via the reciprocating behavior of their employ...

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Autores principales: Haesevoets, Tessa, De Cremer, David, De Schutter, Leander, van Dijke, Marius, Young, Henry Robin, Lee, Hun Whee, Johnson, Russell, Chiang, Jack Ting-Ju
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Nature Publishing Group UK 2022
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9712642/
https://www.ncbi.nlm.nih.gov/pubmed/36450843
http://dx.doi.org/10.1038/s41598-022-24882-3
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author Haesevoets, Tessa
De Cremer, David
De Schutter, Leander
van Dijke, Marius
Young, Henry Robin
Lee, Hun Whee
Johnson, Russell
Chiang, Jack Ting-Ju
author_facet Haesevoets, Tessa
De Cremer, David
De Schutter, Leander
van Dijke, Marius
Young, Henry Robin
Lee, Hun Whee
Johnson, Russell
Chiang, Jack Ting-Ju
author_sort Haesevoets, Tessa
collection PubMed
description The leadership role can be demanding and depleting. Using self-regulation and social exchange theory as a framework, we developed a three-step sequential mediation model that explains how feelings of depletion can degrade leaders’ own performance level, via the reciprocating behavior of their employees. Specifically, we hypothesized that leader depletion is negatively related to their trust beliefs. This lack of trust is expected to be reciprocated by employees in such a way that they display less citizenship behaviors towards their leader. These lowered citizenship behaviors are, in turn, predicted to negatively impact leader performance. Additionally, we hypothesized that these negative effects of feeling depleted are more pronounced for leaders who believe that their willpower is limited. Studies 1 and 2 illustrated that leader depletion indirectly influences their own performance level through leaders’ trust beliefs and employees’ leader-directed citizenship behaviors. Study 3 extended these findings from the inter-individual to the intra-individual level, and demonstrated the predicted moderating role of belief in limited willpower. Together, our studies provide new and useful insights in the broader, more distal implications of leader depletion, which have not yet been considered in existing self-regulation models.
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spelling pubmed-97126422022-12-02 The impact of leader depletion on leader performance: the mediating role of leaders’ trust beliefs and employees’ citizenship behaviors Haesevoets, Tessa De Cremer, David De Schutter, Leander van Dijke, Marius Young, Henry Robin Lee, Hun Whee Johnson, Russell Chiang, Jack Ting-Ju Sci Rep Article The leadership role can be demanding and depleting. Using self-regulation and social exchange theory as a framework, we developed a three-step sequential mediation model that explains how feelings of depletion can degrade leaders’ own performance level, via the reciprocating behavior of their employees. Specifically, we hypothesized that leader depletion is negatively related to their trust beliefs. This lack of trust is expected to be reciprocated by employees in such a way that they display less citizenship behaviors towards their leader. These lowered citizenship behaviors are, in turn, predicted to negatively impact leader performance. Additionally, we hypothesized that these negative effects of feeling depleted are more pronounced for leaders who believe that their willpower is limited. Studies 1 and 2 illustrated that leader depletion indirectly influences their own performance level through leaders’ trust beliefs and employees’ leader-directed citizenship behaviors. Study 3 extended these findings from the inter-individual to the intra-individual level, and demonstrated the predicted moderating role of belief in limited willpower. Together, our studies provide new and useful insights in the broader, more distal implications of leader depletion, which have not yet been considered in existing self-regulation models. Nature Publishing Group UK 2022-11-30 /pmc/articles/PMC9712642/ /pubmed/36450843 http://dx.doi.org/10.1038/s41598-022-24882-3 Text en © The Author(s) 2022 https://creativecommons.org/licenses/by/4.0/Open Access This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article's Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article's Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/ (https://creativecommons.org/licenses/by/4.0/) .
spellingShingle Article
Haesevoets, Tessa
De Cremer, David
De Schutter, Leander
van Dijke, Marius
Young, Henry Robin
Lee, Hun Whee
Johnson, Russell
Chiang, Jack Ting-Ju
The impact of leader depletion on leader performance: the mediating role of leaders’ trust beliefs and employees’ citizenship behaviors
title The impact of leader depletion on leader performance: the mediating role of leaders’ trust beliefs and employees’ citizenship behaviors
title_full The impact of leader depletion on leader performance: the mediating role of leaders’ trust beliefs and employees’ citizenship behaviors
title_fullStr The impact of leader depletion on leader performance: the mediating role of leaders’ trust beliefs and employees’ citizenship behaviors
title_full_unstemmed The impact of leader depletion on leader performance: the mediating role of leaders’ trust beliefs and employees’ citizenship behaviors
title_short The impact of leader depletion on leader performance: the mediating role of leaders’ trust beliefs and employees’ citizenship behaviors
title_sort impact of leader depletion on leader performance: the mediating role of leaders’ trust beliefs and employees’ citizenship behaviors
topic Article
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9712642/
https://www.ncbi.nlm.nih.gov/pubmed/36450843
http://dx.doi.org/10.1038/s41598-022-24882-3
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