Emotional exhaustion and organizational deviance: Can the right job and a leader's style make a difference?

By Jay P. Mulki, Fernando Jaramillo, William B. Locander. 2006

306 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/dc5bd9eb67dd1f8e2c096ec4f7d511fcb0da0030

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In Cognitive Neuroscience

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates (2010, background): “Journal of Organizational Behavior J. Organiz. Behav. 31, 122–143 (2010) Published online 28 July 2009 in Wiley InterScience (www.”
Service Worker Burnout and Turnover Intentions: Roles of Person-Job Fit, Servant Leadership, and Customer Orientation (2010, background): “However, there is a paucity of research on the role of leadership styles in the burnout process with the exception of a recent study by Mulki, Jaramillo, and Locander ( 2006 ), who found that participative leadership significantly reduces emotional exhaustion.”
The Role of Job Demands and Emotional Exhaustion in the Relationship Between Customer and Employee Incivility (2010, background): “In a study of health department employees, for example, Mulki, Jaramillo, and Locander (2006) showed that employees who were emotionally exhausted from a lack of participative leadership from supervisors reacted by engaging in supervisor-targeted deviant behaviors.”
Assessment of relationships between work stress, work-family conflict, burnout and firefighter safety behavior outcomes (2018, background): “Further, burnout, when conceptualized as emotional exhaustion, has been associated with diminished job satisfaction, organizational commitment, and ultimately organizational deviance (Mulki et al., 2006), which is characterized by a lack of compliance with established norms and expectations.”
Counterproductive work behavior among frontline government employees: Role of personality, emotional intelligence, affectivity, emotional labor, and emotional exhaustion (2016, unknown): “The positive relationship between emotional exhaustion and CWB of government frontline employees in Malaysia is very strong and supports the view that excessive emotional exhaustion results in CWB (Banks et al., 2012; Mulki et al., 2006).”
Mutual Trust Between Leader and Subordinate and Employee Outcomes (2018, background): “climate on employees’ work attitudes and behaviors (Mulki et al. 2006) since ‘leaders are a key ethical guidance source for employees’ (Ötken and Cenkci 2012, p.”