A daily investigation of the role of manager empathy on employee well-being

Brent A. Scott, Jason A. Colquitt, E. Layne Paddock and Timothy A. Judge

Organizational Behavior and Human Decision Processes, 2010, vol. 113, issue 2, 127-140

Abstract: In a daily diary study, the authors investigated the top-down influence of manager empathy on a process model of employee well-being. Sixty employees supervised by one of 13 managers completed a daily survey for 2 weeks, producing a total of 436 observations. Hierarchical linear modeling results revealed that, at the daily level, employees who reported somatic complaints made less progress on their goals and felt lower levels of positive affect and higher levels of negative affect. At the group level, cross-level main and interactive effects of manager empathy were observed, such that groups of employees with empathic managers experienced lower average levels of somatic complaints, and daily goal progress was more strongly related to positive affect for groups of employees with empathic managers. We discuss the implications of these results for the emerging literature on leaders as managers of group emotion.

Keywords: Empathy; Emotions; Affect; Personality; Well-being (search for similar items in EconPapers)
Date: 2010
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Citations: View citations in EconPapers (8)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:113:y:2010:i:2:p:127-140

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