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International Conference Sustainable Employability, Nijmegen , 12 November 2013

Stefan Süß Eva-Ellen Weiß University of Duesseldorf. Leadership and health : Does a transformational leadership style prevent an effort-reward imbalance ?. International Conference Sustainable Employability, Nijmegen , 12 November 2013. Introduction.

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International Conference Sustainable Employability, Nijmegen , 12 November 2013

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  1. Stefan Süß Eva-Ellen Weiß University of Duesseldorf Leadershipandhealth:Does a transformationalleadership styleprevent an effort-rewardimbalance? International Conference Sustainable Employability, Nijmegen, 12 November 2013

  2. Introduction • increasingdemands on employees in recentyears • working conditions are frequently perceived as stressing and burdening • adversehealtheffectsaredocumented • healthrisksresultingfromstressfulexperiencesatworkcanbeexplainedwiththemodel ofeffort-rewardimbalance(ERI) • leaderbehavioraffects subordinates’ subjective perception of health • leadership style focusing on employees: transformationalleadership • hardlyanyknowledge on therelationshipbetween (transformational) leadershipand ERI AimofthePaper analysis of the influence of transformational leader behavior on effort-reward imbalance

  3. Effort-rewardImbalance (ERI) • therelationshipbetweenwork-relatedefforts (commitment, performance) andrewards (via payment, appreciation, recognition) (Siegrist et al. 2004) • ERI resultsfromconstantlyhigheffortwhichis not counterbalancedbyrewards • peoplesufferingfrom ERI experience a higherriskofill-health(e. g. hypertension, heart attacks, depressions, and burnout) • therelationshipbetween ERI andhealthismoderatedbyovercommitment • overcommitment: an individual behavioral motivation and coping pattern, with a high need for approval and excessive involvement in work issues; unrealistic perception of efforts made and rewards received (Siegrist et al. 2004)

  4. TransformationalLeadership • „(…) transformationalleadershipistheprocesswhereby a personengageswithothersandcreates a connectionthatraisesthelevelofmotivationandmorality in boththeleaderandthefollower.“ (Northouse 2013, S. 186) • further development of transactional leadership, adding a mutual stimulation of leader and follower • three components: (1) core transformational (idealized influence/inspirational motivation), (2) intellectualstimulation, (3) individualizedconsideration • individualizedconsiderationhasthe potential tofunctionas a kindofrewardandtherebyreduceorevenprevent an ERI

  5. Hypotheses H1: The greater the degree of transformationalleaderbehavior, the smaller is the effort-reward imbalance of employees. H2: The (preventative) influence of transformational leader behavior on effort-reward imbalance is moderated by overcommitment. The more overcommitted an individual is, the weaker is the (preventative) influence of transformational leader behavior on effort-reward imbalance. H3: The (preventative) influence of transformational leader behavior on effort-reward imbalance is moderated by subjective well-being. The greater the subjective well-being of an individual, the stronger is the (preventative) influence of transformatio-nal leader behavior on effort-reward imbalance. H4: Of all transformational leadership components, the strongest (preventative) influence on effort-reward imbalance is carried out by individualized consideration.

  6. Model SubjectiveWell-being H2 (-) H3 (+) H1 (-) Transformational Leader Behavior I) Core Transformational II) Intellectual Stimulation III) IndividualizedConsideration Health Effort-rewardImbalance H4 (-) - III) > I) ʌ III) > II) Overcommitment

  7. Empirical Study • online survey in summer 2013 • recruitment via online fora, socialnetworksandperiodicals • n=229 employeeswhohad a superior • Operationalizations • ERI: 10 items (Rödel et al. 2004;  = 0,75 – 0,79) • Transformationalleadership: TransformationalLeadershipInventory (TLI) with 22 items (Podsakoff et al. 1990; Heinitz/Rowold 2007;  = 0,86 – 0,95) • Overcommitment: 6 Items (Rödel et al. 2004;  = 0,81) • Well-being: Satisfactionwith Life Scale, 5 Items (Diener et al. 1985;  = 0,89)

  8. Regression Analysis H1-H3 H1 H2 H3

  9. Regression Analysis H4

  10. ConclusionsandPracticalImplications • H1: Transformationalleaderbehaviorhas a negative impact on ERI. x H3: A moderatingeffectofsubjective well-being on therelationshipbetweentransformationalleadershipand ERI could not bevalidated. xH2: A moderatingeffectofovercommitment on therelationshipbetweentransformationalleadershipand ERIcould not bevalidated. • H4: The strongesteffectof all distinctcomponentsoftransformationalleadership on ERI isexertedbythecomponentindividualizedconsideration.

  11. Future Research • furtherexplorationoftherelationshipbetween (tranformational) leadershipand ERI • testingofotherfeasiblemoderatorsandpossiblemediatedrelationships • longtermresearch design • differentiationbetweengroupsofemployees • comparisonbetweentransactionalandtransformationalleaderbehavior • directinvestigationoftherelationshipbeteween (transformational) leadershipandhealth • research on theprevalenceoftheleaderbehaviordescribed in Germany comparedtoothereuropeanstates

  12. Thankyouforyourattention!

  13. References Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Joumal of Occupational and Organisational Psychology, 72 (4), 441-462. Barling, J., Slater, F., & Kelloway, E. K. (2000). Transformational leadership and emotional intelligence: an exploratory study. Leadership & Organization Development Journal, 21 (3), 157-161. Diener, E., Emmons, R. A., Larsen, R. J., & Griffin, S. (1985). The Satisfaction With Life Scale. Journal of Personality Assessment, 49 (1), 71-75. Felfe, J., & Schyns, B. (2006). Personality and the Perception of Transformational Leadership: The Impact of Extraversion, Neuroticism, Personal Need for Structure, and Occupational Self‐Efficacy. Journal of Applied Social Psychology, 36 (3), 708-739. Heinitz, K., & Rowold, J. (2007). Gütekriterien einer deutschen Adaption des TransformationalLeadershipInventory (TLI) von Podsakoff. Zeitschrift für Arbeits- und Organisationspsychologie, 51 (1), 1-15. Joksimovic, L., Starke, D., v.d. Knesebeck, O., & Siegrist, J. (2002). Perceived work stress, overcommitment, and self-reported musculoskeletal pain: Across-sectional investigation. International journalofbehavioralmedicine, 9(2), 122-138. Krüger, C., Rowold, J., Borgmann, L., Staufenbiel, K., & Heinitz, K. (2011). The DiscriminantValidity of Transformational and Transactional Leadership. Journal of Personnel Psychology, 10 (2), 49-60. Kuoppola, J., Lamminpää, A., Liira, J., & Vainio, H. (2008). Leadership, Job Well-Being, and Health Effects – A Systematic Review and a Meta-Analysis. Journal of Occupational and Environmental Medicine, 50 (8), 904-915. Northouse, P. G. (2013): Leadership: Theory and Practice, 6. ed., Los Angeles et al.: Sage. Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformationalleader behaviors and their effect on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1 (2), 107-142. Rödel, A., Siegrist, J., Hessel, A., & Brähler, E.(2004). Fragebogen zur Messung beruflicher Gratifikationskrisen. Zeitschrift für Differentielle und Diagnostische Psychologie, 25 (4), 227-238. Siegrist, J. (2012). Effort-reward imbalance at work – theory, measurement and evidence. Retrieved 07.05.2013 from http://www.uni-duesseldorf.de/medicalsociology/fileadmin/Bilder_Dateien/ download/ERI_Texte_und_Grafiken/ERI-Theory-Measurement.pdf. Siegrist, J., Starke, D., Chandolab, T., Godinc, I., Marmot, M., Niedhammerd, I. & Peter, R. (2004). The measurement of effort–reward imbalance at work: European comparisons. Social Science & Medicine, 58 (8), 1483–1499. Skakon, J., Nielsen, K., Borg, V., & Guzman, J. (2010). Are leaders‘ well-being, behaviours and style associated with affective well-being of their employees? A systematic review of three decades of research. Work & Stress, 24 (2), 107-139. Tsutsumi, A., & Kawakami, M. (2004). A review of empirical studies on the model of effort–reward imbalance at work: reducing occupational stress by implementing a new theory.Social Science & Medicine, 59 (11), 2335–2359.

  14. Backup TransformationalLeadershipInventory (extract) (Podsakoff et al. 1990; Heinitz/Rowold 2007)

  15. Backup ERI Questionnaire (shortversion) (Rödel et al. 2004)

  16. Backup OvercommitmentQuestionnaire (shortversion) (Rödel et al. 2004)

  17. Backup Satisfactionwith Life Scale (Diener et al. 1985)

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