Moderating roles of leadership effectiveness and job stress on relationship between paternalism and leadership-induced stress

Olufemi Adigun Lawal,Sunday Samson Babalola

doi:10.1177/1847979017718643

Olufemi Adigun Lawal, Sunday Samson Babalola

Open Access

https://doi.org/10.1177/1847979017718643

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Abstract

Leadership has been subjected to so many studies examining the high performing organizations in literature. The aim of this study was to investigate the moderating roles of leadership effectiveness and job stress on relationship between paternalism and leadership-induced stress. Survey method was used to tap responses from 276 employees from corporate organizations. Results, especially on significant interactions, show that only the interaction between paternalism and job stress significantly predicted leadership-induced stress. Leadership-induced stress was lowest for employees who perceived high paternalism and low job stress and was highest for employees who perceived low paternalism and low job stress. However, leadership-induced stress was higher in employees who perceived low paternalism and low job stress than in employees who perceived low paternalism and high job stress. Leadership-induced stress was also higher in employees who perceived high paternalism and high job stress than in employees who perceived high paternalism and low job stress. The results have implications for research and practice.

Highlights

Leadership has been identified as constituting highly important contextual factors which affect employees in the workplace.[1]
The most popular characterization is that of leader–member exchange (LMX), which is defined as the quality of the relationship between an employee and his or her immediate superior in the workplace.[5]
On the strength of their theoretical relationship, we proposed a strong positive relationship between job stress and leadershipinduced stress