A daily diary study on the affective path between leadership practices and leaders’ personal helping

Phoenix HH Chan, Herman HM Tse, Joshua Howard, Nathan Eva, March L To, Jing Qian and Aijing Xia
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Nathan Eva: Department of Management, Monash University, Clayton, VIC, Australia
March L To: Management and Organisations, The University of Western Australia, Crawley, WA, Australia
Jing Qian: Department of Human Resource Management Beijing Normal University, Beijing, China
Aijing Xia: Beijing Normal University, Beijing, China

Australian Journal of Management, 2023, vol. 48, issue 3, 550-566

Abstract: While anecdotally we know that leaders vary in their willingness to help followers depending on the time of a day, this within-person variability is not well-understood in the leadership literature. Based on the Affective Events Theory, we take a temporal dynamic view to address this issue. Specifically, we propose that leaders’ engagement in leadership practices earlier in the workday will lead to positive affect later the same day, increasing their personal helping the next day. We used the experience sampling methodology and collected data from 120 full-time leaders three times a day over two consecutive workweeks to test our hypotheses ( n  = 839 observations). By identifying three types of daily leadership practices that trigger daily variations in leaders’ positive affect and personal helping, our research challenges the dominated view in the existing research that leaders’ personal helping is not static and it can be varied throughout a workday. JEL Classification: M50

Keywords: Affective Events Theory; daily diary; leadership; leadership behaviors; personal helping; positive affect (search for similar items in EconPapers)
Date: 2023
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Persistent link: https://EconPapers.repec.org/RePEc:sae:ausman:v:48:y:2023:i:3:p:550-566

DOI: 10.1177/03128962221107078

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