From self-defeating to other defeating: examining the effects of leader procrastination on follower work outcomes

Legood, Alison, Lee, Allan, Schwarz, Gary and Newman, Alexander 2018, From self-defeating to other defeating: examining the effects of leader procrastination on follower work outcomes, Journal of occupational and organizational psychology, vol. 91, no. 2, pp. 430-439, doi: 10.1111/joop.12205.

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Title From self-defeating to other defeating: examining the effects of leader procrastination on follower work outcomes
Author(s) Legood, Alison
Lee, Allan
Schwarz, Gary
Newman, AlexanderORCID iD for Newman, Alexander orcid.org/0000-0003-1170-8947
Journal name Journal of occupational and organizational psychology
Volume number 91
Issue number 2
Start page 430
End page 439
Total pages 10
Publisher Wiley
Place of publication London, Eng.
Publication date 2018-06
ISSN 0007-1269
Keyword(s) discretionary behaviour
job frustration
laissez‐faire leadership
leader procrastination
leadership effectiveness
leader–member exchange
Social Sciences
Psychology, Applied
Management
Psychology
Business & Economics
leader-member exchange
laissez-faire leadership
PERFORMANCE
BEHAVIORS
CONSEQUENCES
PREDICTORS
VARIABLES
Summary This research examines the influence of leader procrastination on employee attitudes and behaviours. While previous studies have typically viewed procrastination as a form of self-defeating behaviour, this research explores its effects on others in the workplace. In Study 1, using data collected from 290 employees, we demonstrate the discriminant and relative predictive validity of leader procrastination on leadership effectiveness compared with laissez-faire leadership and directive leadership. In Study 2, based on dyadic data collected in three phases from 250 employees and their 23 supervisors, we found that leader procrastination was associated with follower discretionary behaviour (organizational citizenship behaviour and deviant behaviour). Additionally, job frustration was found to mediate the relationship between leader procrastination and follower outcomes. The quality of the leader-follower relationship, as a boundary condition, was shown to mitigate the detrimental effects of leader procrastination. Together, the findings suggest that leader procrastination is a distinct form of negative leadership behaviour that represents an important source of follower job frustration. Practitioner points: Leader procrastination is different from laissez-faire and directive leadership and can be detrimental to followers.Job frustration mediates the relationship between leader procrastination and follower discretionary behaviour.Organizations should facilitate high-quality LMX relationships as a method for mitigating the negative effects of leader procrastination.
Language eng
DOI 10.1111/joop.12205
Indigenous content off
Field of Research 1701 Psychology
1702 Cognitive Science
1503 Business And Management
HERDC Research category C1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2018, The Authors
Free to Read? Yes
Persistent URL http://hdl.handle.net/10536/DRO/DU:30116492

Document type: Journal Article
Collection: Faculty of Business and Law
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