Leadership behavior: A partial test of the employee work passion model

Abstract

This study examined empirical associations between employee cognitive perceptions of leader behavior (directive behavior, supportive behavior) and leader values (self-concern, other orientation), employee positive affect and negative affect, and employee work intentions indicative of (dis)passionate employees. An internet-based self-report questionnaire survey was administered to 409 employees within three private sector organizations in Australia. Structural equation modeling indicated that supportive behavior, other-orientation, and self-concern had respective indirect effects on work intentions through employee positive affect. Employee positive affect was a stronger predictor of employee work intentions than was employee negative affect. Implications of these findings for theory and practice are discussed.