Abstract
This paper examines how leaders and followers can interact positively under complex and bounded conditions. For this purpose, this paper conceptualizes and measures the concept of constructive dissensus. Constructive dissensus relates to a mutual understanding leading to a situation of coregulation. In addition, the relationship between constructive dissensus and happiness at work is examined on the basis of affective events theory. Furthermore, the mediating role of organizational virtuousness is assessed. Through structural equation modeling, a multilevel analysis was performed. Data from 130 bank branches and 606 employees were gathered. The results reveal a direct effect of constructive dissensus on employees’ happiness at work. Moreover, a partial mediation effect of organizational virtuousness was found in the relationship between constructive dissensus and happiness at work.
Highlights
Leadership has traditionally been seen as a relationship, but research assumes that the leader defines the relationship, which may be moderated by follower characteristics
We propose the novel concept of constructive dissensus, understood as a situation of harmony that emerges from the mutual regulation of feelings and behaviors that reduces each other’s negative emotions, and we suggest that constructive dissensus might positively affect happiness at work (HAW)
Constructive dissensus was significantly correlated to both organizational virtuousness (OV) (r = 0.06, p = 0.02) and HAW (r = 0.09, p = 0.03)
Summary
Leadership has traditionally been seen as a relationship, but research assumes that the leader defines the relationship, which may be moderated by follower characteristics. The debate on relations between leaders and followers puts the focus on how leaders and followers influence each other and achieve common meanings through co-construction of a shared reality [1]. Business life is complex, and leadership is frequently simplified. There is a limited understanding of leader–follower interactions in terms of workplace dynamics and social contingencies. Cunliffe and Eriksen [2] focused on the moral and dialogical practice in the leader–follower relationship, where collaboration, empathy and trust should be present. We need to study in more depth how leaders and followers might converge and whether and how they improve quality of life at work
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