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

By Alyson Byrne, A. Dionisi, Julian Barling, Amy Akers, J. Robertson, R. Lys, J. Wylie, Kathryne E. Dupré. 2014

253 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/9eb6d199a69d00bd25b9b2407d35a6a012432d29

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Workplace bullying and employee silence (2017, background): “Researchers have explored the negative impact of diminished resources on important individual and organizational outcomes (Byrne et al., 2014).”
Examining Follower Responses to Transformational Leadership from a Dynamic, Person–Environment Fit Perspective (2017, background): “On a within-person basis, it is conceivable that leaders will have difficulty meeting follower needs for transformational leadership when they are depleted of the personal resources that are needed to perform demanding tasks (Byrne et al., 2014).”
Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences (2018, background): “Lam et al.’s (2017) work emphasizes that the approach taken depends upon factors such as the performance of the subordinate as well as the resources available to the supervisor (see also Byrne et al. 2014).”
Does Public Service Motivation Mediate the Relationship between Goal Clarity and both Organizational Commitment and Extra-Role Behaviours? (2016, background): “It is worth noting that utilizing a survey panel is common in organizational research (Anderson and Kjeldsen 2013; Byrne et al. 2014; Piccolo and Colquitt 2006; Resick et al. 2013; Zhu et al. 2011).”
Leadership behaviour and leader self-reported well-being: A review, integration and meta-analytic examination (2020, background): “Therefore, a new perspective for leadership theory and practice is gained by recent research focusing on how leaders’ own well-being is linked to their leadership behaviour (e.g. Byrne et al., 2014).”