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A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions

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A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions. / Spence Laschinger, Heather K (Lead Author); Fida, Roberta.

In: European Journal of Work and Organizational Psychology, Vol. 23, No. 5, 2014, p. 739-753.

Research output: Contribution to journalArticle

Harvard

Spence Laschinger, HK & Fida, R 2014, 'A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions' European Journal of Work and Organizational Psychology, vol 23, no. 5, pp. 739-753. DOI: 10.1080/1359432X.2013.804646

APA

Vancouver

Spence Laschinger HK, Fida R. A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions. European Journal of Work and Organizational Psychology. 2014;23(5):739-753. Available from, DOI: 10.1080/1359432X.2013.804646

Author

Spence Laschinger, Heather K ; Fida, Roberta. / A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions. In: European Journal of Work and Organizational Psychology. 2014 ; Vol. 23, No. 5. pp. 739-753

Bibtex- Download

@article{ad1371e5495342f395c4ea9bc1bc061a,
title = "A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions",
abstract = "Destructive interpersonal experiences at work result in negative feelings among employees and negative work outcomes. Understanding the mechanisms through which bullying can lead to burnout and subsequent turnover is important for preventing and managing this problem. Leaders play a key role in shaping positive work environments by discouraging negative interpersonal experiences and behaviours. The aim of this study is twofold. Specifically we aim to examine the relationship between authentic leadership and new graduate nurses experiences of workplace bullying and burnout over a 1-year timeframe in Canadian healthcare settings. Furthermore we aim to examine the process from workplace bullying to subsequent burnout dimensions, and to job and career turnover intentions. Results of structural equation models on new graduate nurses working in acute care settings in Ontario (N = 205) provide support for the hypothesized model linking supervisor's authentic leadership, subsequent work-related bullying, and burnout, and these in turn to job and career turnover intentions. Thus, the more leaders were perceived to be authentic the less likely nurses’ were to experience subsequent work-related bullying and burnout and to want to leave their job and profession. The results highlight the important role of leadership in preventing negative employee and organizational outcomes.",
keywords = "Authentic leadership, Burnout, New graduate nurses, Occupational turnover intentions, Time-lagged analysis, Workplace bullying",
author = "{Spence Laschinger}, {Heather K} and Roberta Fida",
year = "2014",
doi = "10.1080/1359432X.2013.804646",
language = "English",
volume = "23",
pages = "739--753",
journal = "European Journal of Work and Organizational Psychology",
issn = "1359-432X",
publisher = "Taylor and Francis Ltd.",
number = "5",

}

RIS (suitable for import to EndNote) - Download

TY - JOUR

T1 - A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions

AU - Spence Laschinger,Heather K

AU - Fida,Roberta

PY - 2014

Y1 - 2014

N2 - Destructive interpersonal experiences at work result in negative feelings among employees and negative work outcomes. Understanding the mechanisms through which bullying can lead to burnout and subsequent turnover is important for preventing and managing this problem. Leaders play a key role in shaping positive work environments by discouraging negative interpersonal experiences and behaviours. The aim of this study is twofold. Specifically we aim to examine the relationship between authentic leadership and new graduate nurses experiences of workplace bullying and burnout over a 1-year timeframe in Canadian healthcare settings. Furthermore we aim to examine the process from workplace bullying to subsequent burnout dimensions, and to job and career turnover intentions. Results of structural equation models on new graduate nurses working in acute care settings in Ontario (N = 205) provide support for the hypothesized model linking supervisor's authentic leadership, subsequent work-related bullying, and burnout, and these in turn to job and career turnover intentions. Thus, the more leaders were perceived to be authentic the less likely nurses’ were to experience subsequent work-related bullying and burnout and to want to leave their job and profession. The results highlight the important role of leadership in preventing negative employee and organizational outcomes.

AB - Destructive interpersonal experiences at work result in negative feelings among employees and negative work outcomes. Understanding the mechanisms through which bullying can lead to burnout and subsequent turnover is important for preventing and managing this problem. Leaders play a key role in shaping positive work environments by discouraging negative interpersonal experiences and behaviours. The aim of this study is twofold. Specifically we aim to examine the relationship between authentic leadership and new graduate nurses experiences of workplace bullying and burnout over a 1-year timeframe in Canadian healthcare settings. Furthermore we aim to examine the process from workplace bullying to subsequent burnout dimensions, and to job and career turnover intentions. Results of structural equation models on new graduate nurses working in acute care settings in Ontario (N = 205) provide support for the hypothesized model linking supervisor's authentic leadership, subsequent work-related bullying, and burnout, and these in turn to job and career turnover intentions. Thus, the more leaders were perceived to be authentic the less likely nurses’ were to experience subsequent work-related bullying and burnout and to want to leave their job and profession. The results highlight the important role of leadership in preventing negative employee and organizational outcomes.

KW - Authentic leadership

KW - Burnout

KW - New graduate nurses

KW - Occupational turnover intentions

KW - Time-lagged analysis

KW - Workplace bullying

U2 - 10.1080/1359432X.2013.804646

DO - 10.1080/1359432X.2013.804646

M3 - Article

VL - 23

SP - 739

EP - 753

JO - European Journal of Work and Organizational Psychology

T2 - European Journal of Work and Organizational Psychology

JF - European Journal of Work and Organizational Psychology

SN - 1359-432X

IS - 5

ER -

ID: 60272796