The Relationship Between Visioning Behaviours of Leaders and Follower Burnout

By Iain Densten. 2005

132 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/45d8dfcad27dd55dc31affb85bb8bd2d932d6e88

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In Demography

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Are leaders' well-being, behaviours and style associated with the affective well-being of their employees? A systematic review of three decades of research (2010, background): “satisfaction and stress? The higher the leaders’ situational leadership score and the higher an employee’s willingness to perform a task the higher job satisfaction and the lower job stress Situational leadership is only related to job satisfaction and well-being when employees are willing to engage”
Transformational leadership and turnover (2017, background): “A transformational leader’s behavior in terms of “visioning” and “inspiring” is of much importance in bringing about employee engagement (Densten, 2005).”
Effects of ethical leadership on emotional exhaustion in high moral intensity situations (2015, background): “Leadership style is one such aspect of the situation (e.g., Densten, 2005).”
Task complexity and transformational leadership: the mediating role of leaders’ state core self-evaluations (2015, unknown): “…2005; Liu, Siu, & Shi, 2010), selfefficacy (Fitzgerald & Schutte, 2010; Gong, Huang, & Farh, 2009; Liu et al., 2010), creativity (Gong et al., 2009), job satisfaction (Yang, 2009), and reduced burnout, emotional exhaustion (Densten, 2005), and stress (Liu et al., 2010; Sosik & Godshalk, 2000).”
A perfect match: decoding employee engagement – Part I: Engaging cultures and leaders (2008, unknown): “In particular, the transformational leader’s ‘‘visioning’’ and ‘‘inspiring’’ competencies are of considerable importance to engagement (Densten, 2005).”
Transformational leadership and employee psychological well-being: The mediating role of employee trust in leadership (2012, background): “…psychological well-being, for example, has invariably focused on the deleterious effects of poor leadership, such as increased levels of employee stress and distress (e.g., Densten, 2005; Tepper, 2000), and anxiety, depression, and psychosomatic symptoms (e.g., Hoel, Rayner, & Cooper, 1999).”
Transformational leadership, innovative work behavior, and employee well-being (2013, background): “Confirming positive leadership thesis, researchers have established associations between TL, innovative work behavior and employee well-being based on research done in Western societies (e.g., Gong et al. 2009; Arnold et al. 2007; Densten 2005; Sivanathan et al. 2004; Seltzer et al. 1989).”