The depleted leader: The influence of leaders' diminished psychological resources on leadership behaviors

Published on Apr 1, 2014in Leadership Quarterly5.631
· DOI :10.1016/j.leaqua.2013.09.003
Alyson Byrne2
Estimated H-index: 2
(UWO: University of Western Ontario),
Angela M. Dionisi3
Estimated H-index: 3
(Queen's University)
+ 5 AuthorsKathryne E. Dupré13
Estimated H-index: 13
(MUN: Memorial University of Newfoundland)
Abstract While much is understood about the outcomes of different leadership styles, less is known about the antecedents of leadership, particularly with regards to how leaders' own psychological well-being impacts leadership behaviors. Using conservation of resources theory as a framework, we investigated the relationship between leaders' depleted resources and their leadership behaviors. Conceptualizing depressive symptoms, anxiety, and workplace alcohol consumption as resource depletion, we predicted that depletion would be associated with lower levels of transformational leadership, and higher levels of abusive supervision, and when taken together, would further exacerbate these effects on leadership behaviors. In a study of 172 leader–subordinate pairs, leaders' depressive symptoms, anxiety, and workplace alcohol consumption separately predicted lower transformational leadership, and higher abusive supervision. Furthermore, partial support was found for an exacerbating effect on transformational leadership and abusive supervision.
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