Leadership styles, mentoring functions received, and job‐related stress: a conceptual model and preliminary study

By John J. Sosik, Veronica M. Godshalk. 2000

563 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Safety Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/cd0ad125641d4a2dcaf6b7713a90ccd9372d1ddb

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In Organizational Behavior and Human Resource Management

In Safety Research

In Social Psychology

Citations in the corpus

Leadership style, salesperson's work effort and job performance: the influence of power distance (2015, background): “Sosik and Godshalk (2000) state that specific directions, clarity of goal and reward structure, feedback, and recognition of performance minimize conflicts, reduce stress, and increase satisfaction with the supervisor (Sosik and Godshalk 2000).”
The effects of transformational leadership on followers’ perceived work characteristics and psychological well-being: A longitudinal study (2008, background): “A few studies have examined the relationship between transformational leadership and subordinate health and well-being outcomes including measures of burnout (Seltzer et al., 1989), well-being (Arnold, Turner, Barling, Kelloway, & McKee, 2007), and job-related stress (Sosik & Godshalk, 2000).”
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).”
Transformational and transactional leadership and followers’ chronic stress (2009, background): “Sosik and Godshalk (2000) reported negative associations between transformational leadership and jobrelated stress, while contingent reward showed no associations.”
Leadership development as an intervention in occupational health psychology (2010, unknown): “Sosik and Godshalk (2000) found that transformational leadership behaviour (e.g., social support provided through mentoring a form of individualized consideration) indirectly predicted reduced job-related stress.”
Supervisor and coworker support: a source congruence approach to buffering role conflict and physical stressors (2012, background): “Social support has been heralded as a resource that helps employees cope with work stressors, which are the stimuli that induce the stress process and ultimately provoke employee strains (Sosik and Godshalk 2000; Searle, Bright and Bochner 2001; van Dierendonck, Haynes, Borrill and Stride 2004).”
Leadership, climate, psychological capital, commitment, and wellbeing in a non‐profit organization (2010, background): “), and job-related stress ( Sosik and Godshalk, 2000”
Toward Understanding the Direct and Indirect Effects of Transformational Leadership on Well-Being (2011, background): “Transformational leaders may also enhance well-being by replacing feelings of isolation with a sense of belonging (idealized influence), as they emphasize the importance of collective action (Sosik & Godshalk, 2000).”
Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts (2014, background): “For one, transformational leaders frame work obstacles as opportunities for learning, development, and growth (Sosik & Godshalk, 2000; Sosik, Godshalk, & Yammarino, 2004), which in turn, fosters feelings of employee competence.”