@article{ref1,
title="Leadership behavior and subordinate well-being",
journal="Journal of occupational health psychology",
year="2004",
author="van Dierendonck, Dirk and Haynes, Clare and Borrill, Carol and Stride, Chris",
volume="9",
number="2",
pages="165-175",
abstract="The authors used a longitudinal design to investigate the relation between leadership behavior and the well-being of subordinates. Well-being is conceptualized as people's feelings about themselves and the settings in which they live and work. Staff members (N = 562) of 2 Community Trusts participated 4 times in a 14-month period. Five models were formulated to answer 2 questions: What is the most likely direction of the relation between leadership and well-being, and what is the time frame of this relation? The model with the best fit suggested that leadership behavior and subordinate responses are linked in a feedback loop. Leadership behavior at Time 1 influenced leadership behavior at Time 4. Subordinate well-being at Time 2 synchronously influenced leadership behavior at Time 2. Leadership behavior at Time 4 synchronously influenced subordinate well-being at Time 4.<p /><p>Language: en</p>",
language="en",
issn="1076-8998",
doi="10.1037/1076-8998.9.2.165",
url="http://dx.doi.org/10.1037/1076-8998.9.2.165"
}