Abstract
Environmental sensitivity is the ability to register and process environmental stimuli. Previous research shows a ‘best-worst-school-performance’ pattern in highly sensitive children. In this context, vantage sensitivity refers to the bright side, whereas vulnerable sensitivity refers to the dark side of sensitivity. However, environmental sensitivity has not yet been linked to employees’ performance. Drawing on conservation of resources (COR) theory, and based on 217 German leader-follower dyads, our results show that both employee and leader vantage sensitivity are related to increased leader-rated employee task performance; employee and leader vulnerable sensitivity, meanwhile, are related to decreased employee task performance. Moreover, polynomial regression and response surface analysis show that the comparably highest performance levels are attained by vantage-sensitive dyads. Furthermore, vulnerable-sensitive leaders decrease the performance of vantage-sensitive employees. Lastly, the theoretical and practical implications of these findings, as well as limitations and future research directions, are discussed.
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