This study investigates the effects of the difference between leaders' and followers' level of subjective energy on the change in subordinates' energy one year later, and on customer-oriented citizenship behaviors. Building mainly on the crossover model, our time-lagged model also examines the moderating role of leader-member exchange. Results of polynomial regression and response surface analyses performed with a sample of 277 dyads in the retail sector indicate that the effect of the energy gap is asymmetrical, such that followers paired with a more energetic leader gain energy one year later, whereas those matched with less energetic leaders experience energy depletion. As expected, a high-quality relationship buffers the de-energizing effect of leaders with lower energy and augments the gain of energy triggered by more energetic leaders.

En inglés; resúmenes en español e inglés.

Descripción basada en metadatos suministrados por el editor y otras fuentes.

Descripción basada en Journal of work and organizational psychology, vol. 36, n. 2 (August 2020), P. 135-145.

Recurso electrónico. Santa Fe, Arg.: elibro, 2024. Disponible vía World Wide Web. El acceso puede estar limitado para las bibliotecas afiliadas a elibro.