A daily investigation of the role of manager empathy on employee well-being

By Brent A. Scott, J. Colquitt, E. Paddock, T. Judge. 2010

162 citations recorded by the source corpus.

In a daily diary study, the authors investigated the top-down influence of manager empathy on a process model of employee well-being. Sixty employees supervised by one of 13 managers completed a daily survey for 2 weeks, producing a total of 436 observations. Hierarchical linear modeling results revealed that, at the daily level, employees who reported somatic complaints made less progress on their goals and felt lower levels of positive affect and higher levels of negative affect. At the group level, cross-level main and interactive effects of manager empathy were observed, such that groups of employees with empathic managers experienced lower average levels of somatic complaints, and daily goal progress was more strongly related to positive affect for groups of employees with empathic managers. We discuss the implications of these results for the emerging literature on leaders as managers of group emotion.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/915d2fb0e158cd792898b7f4c739c60ce1e8465e

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Socializing to Co-Produce (2013, background): “Furthermore, the subjects of well-being and healthy/unhealthy behaviors and their antecedents have been topics of recent attention in the psychology and management literature (Judge, Ilies, and Dimotakis 2010; Lyubomirsky, Sheldon, and Schkade 2005; Scott et al. 2010).”
Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership (2013, background): “Also, because we centered all individual-level variables to their group-mean and unit-level variables to their grand-mean, we avoided several sources of CMV such as response tendencies (Scott et al. 2010).”
Group Emotions: Cutting the Gordian Knots Concerning Terms, Levels of Analysis, and Processes (2015, unknown): “…et al. (2008) Huy (2002) Ilies et al. (2007) Keck (2014) Knight (2013) Mason and Griffin (2003) Metiu and Rothbard (2013) Pirola-Merlo et al. (2002) Scott et al. (2010) Sy and Choi (2013) Sy, Choi, and Johnson (2013) Sy et al. (2005) Tee et al. (2013) Totterdell (2000) Totterdell et al. (2004)…”