The Link Between Authentic Leadership, Organizational Dehumanization and Stress at Work

  1. Mario Sainz 1
  2. Naira Delgado 2
  3. Juan A. Moriano 3
  1. 1 University of Monterrey, Mexico
  2. 2 Universidad de La Laguna, Spain
  3. 3 Universidad Nacional de Educación a Distancia, Spain
Mostrar afiliaciones +
Revista:
Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology

ISSN: 1576-5962

Año de publicación: 2021

Volumen: 37

Número: 2

Páginas: 85-92

Tipo: Artículo

DOI: 10.5093/JWOP2021A9 DIALNET GOOGLE SCHOLAR lock_openAcceso abierto editor

Otras publicaciones en: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology

Resumen

Organizational dehumanization has detrimental consequences for workers’ well-being. Previous research has focused on organizational factors that trigger workers’ dehumanization or stress at work. However, less is known about the factors that can protect workers against the detrimental effects of dehumanization. In the present research, we performed a correlational study (N = 930) and a direct replication of it (N = 913) to analyze 1) the mediation role of organizational dehumanization in the relationship between authentic leadership and stress at work, and 2) the possible moderation of organizational identification and the frequency of leader-follower interactions. The results indicated that higher authentic leadership predicted lower organizational dehumanization and stress at work. Moreover, organizational dehumanization mediates the relationship between authentic leadership and stress at work.

Referencias bibliográficas

  • Andrighetto, L., Baldissarri, C., Lattanzio, S., Loughnan, S., & Volpato, C. (2014). Humanitarian aid? Two forms of dehumanization and willingness to help after natural disasters. British Journal of Social Psychology, 53(3), 573-584. https://doi.org/10.1111/bjso.12066
  • Andrighetto, L., Baldissarri, C., & Volpato, C. (2017). (Still) modern times: Objectification at work. European Journal of Social Psychology, 47(1), 25-35. https://doi.org/10.1002/ejsp.2190
  • Azanza, G., Gorgievski, M., Moriano, J., & Molero, F. (2018). Influencing salespeople's work outcomes through authentic leadership. Leadership & Organization Development Journal, 39(7), 926-944. https://doi.org/10.1108/LODJ-05-2017-0113
  • Azanza, G., Moriano, J. A., & Molero, F. (2013). Authentic leadership and organizational culture as drivers of employees' job satisfaction. Revista de Psicología del Trabajo y de las Organizaciones, 29(2), 45-50. https://doi.org/10.5093/tr2013a7
  • Azanza, G., Moriano, J. A., Molero, F., & Lévy Mangin, J. P. (2015). The effects of authentic leadership on turnover intention. Leadership & Organization Development Journal, 36(8), 955-971. https://doi.org/10.1108/LODJ-03-2014-005
  • Baldissarri, C., Andrighetto, L., & Volpato, C. (2014). When work does not ennoble man: Psychological consequences of working objectification. TPM - Testing, Psychometrics, Methodology in Applied Psychology, 21(3), 327-339. https://doi.org/10.4473/TPM21.3.7
  • Baldissarri, C., Andrighetto, L., & Volpato, C. (2019). Feeling like an object: A field study on working self-objectification and belief in personal free will. TPM - Testing, Psychometrics, Methodology in Applied Psychology, 26(2), 185-197. https://doi.org/10.4473/TPM26.2.1
  • Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. Leadership Quarterly, 27(4), 634-652. https://doi.org/10.1016/j.leaqua.2016.02.006
  • Bell, C. M., & Khoury, C. (2011). Dehumanization, deindividuation, anomie and organizational justice. In S. Gilliland, D. Steiner, & D. Skarlicki (Eds.), Emerging perspectives on organizational justice and ethics, research in social issues in management (vol. 7, pp. 169-200). Information Age Publishing.
  • Caesens, G., Nguyen, N., & Stinglhamber, F. (2018). Abusive supervision and organizational dehumanization. Journal of Business and Psychology, 34(5), 709-728. https://doi.org/10.1007/s10869-018-9592-3
  • Caesens, G., Stinglhamber, F., Demoulin S., & De Wilde, M. (2017). Perceived organizational support and employees' well-being: the mediating role of organizational dehumanization. European Journal of Work and Organizational Psychology, 26(4), 527-540. https://doi.org/10.1080/1359432X.2017.1319817
  • Christoff, K. (2014). Dehumanization in organizational settings: Some scientific and ethical considerations. Frontiers in Human Neuroscience, 8(748), 1-5. https://doi.org/10.3389/fnhum.2014.00748
  • Dépret, E. F., & Fiske, S. T. (1999). Perceiving the powerful: Intriguing individuals versus threatening groups. Journal of Experimental Social Psychology, 35(5), 461-480. https://doi.org/10.1006/jesp.1999.1380
  • Ding, H., & Yu, E. (2020). Follower strengths-based leadership and follower innovative behavior: The roles of core self-evaluations and psychological well-being. Journal of Work and Organizational Psychology, 36(2), 103-110. https://doi.org/10.5093/jwop2020a8
  • Edú-Valsania, S., Moriano, J. A., & Molero, F. (2016). Authentic leadership and employee knowledge sharing behavior: Mediation of the innovation climate and workgroup identification. Leadership and Organization Development Journal, 37(4), 487-506. https://doi.org/10.1108/LODJ-08-2014-0149
  • Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. Leadership Quarterly, 18(3), 207-216. https://doi.org/10.1016/j.leaqua.2007.03.002
  • Faul, F., Erdfelder, E., Buchner, A., & Lang, A. G. (2009). Statistical power analyses using G*Power 3.1: Tests for correlation and regression analyses. Behavior Research Methods, 41(4), 1149-1160. https://doi.org/10.3758/BRM.41.4.1149
  • Galinsky, A. D., Magee, J. C., Inesi, M. E., & Gruenfeld, D. H. (2006). Power and perspectives not taken. Psychological Science, 17(12), 1068-1074. https://doi.org/10.1111/j.1467-9280.2006.01824.x
  • Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumbwa, F. O. (2005). Can you see the real me? A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343-372. https://doi.org/10.1016/j.leaqua.2005.03.003
  • Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. Leadership Quarterly, 22(6), 1120-1145. https://doi.org/10.1016/j.leaqua.2011.09.007
  • Goff, P. A., Eberhardt, J. L., Williams, M. J., & Jackson, M. C. (2008). Not yet human: Implicit knowledge, historical dehumanization, and contemporary consequences. Journal of Personality and Social Psychology, 94(2), 292-306. https://doi.org/10.1037/0022-3514.94.2.292
  • Gruenfeld, D. H., Inesi, M. E., Magee, J. C., & Galinsky, A. D. (2008). Power and the objectification of social targets. Journal of Personality and Social Psychology, 95(1), 111-127. https://doi.org/10.1037/0022-3514.95.1.111
  • Gwinn, J. D., Judd C. M., & Park, B. (2013). Less power = less human? Effects of power differentials on dehumanization. Journal of Experimental Social Psychology, 49(3), 464-470. https:/doi.org/10.1016/j.jesp.2013.01.005
  • Haslam, N. (2006). Dehumanization: An integrative review. Personality and Social Psychology Review, 10(3), 252-254. https://doi.org/10.1207/s15327957pspr1003_4
  • Haslam, N., & Bain, P. (2007). Humanizing the self: Moderators of the attribution of lesser humanness to others. Personality and Social Psychology Bulletin, 33(1), 57-68. https://doi.org/10.1177/0146167206293191
  • Haslam, N., & Loughnan, S. (2014). Dehumanization and infrahumanization. Annual Review of Psychology, 65(1), 399-423. https://doi.org/10.1146/annurev-psych-010213-115045
  • Haslam, S. A., Reicher, S., & Platow, M. (2011). The new psychology of leadership: Identity, influence, and power. Psychology Press.
  • Hayes, A. F. (2018). Introduction to mediation, moderation, and conditional process analysis (2nd ed.). The Guilford Press.
  • Jensen, S. M., & Luthans, F. (2006). Entrepreneurs as authentic leaders: Impact on employees' attitudes. Leadership and Organization Development Journal, 27(8), 646-666. https://doi.org/10.1108/01437730610709273
  • Jex, S. M., & Britt, T. W. (2014). Organizational psychology: A scientist-practitioner approach. John Wiley & Sons.
  • Kuoppala, J., Lamminpää, A., Liira, J., & Vainio, H. (2008). Leadership, job well-being, and health effects - a systematic review and a meta-analysis. Journal of occupational and environmental medicine, 50(8), 904-915. https://doi.org/10.1097/JOM.0b013e31817e918d
  • Lammers, J., Galinsky, A. D., Gordijn, E. H., & Otten, S. (2011). Power increases social distance. Social Psychological and Personality Science, 3(3), 282-290. https://doi.org/10.1177/1948550611418679
  • Lammers, J., & Stapel, D. A. (2011). Power increases dehumanization. Group Processes & Intergroup Relations, 14(1), 113-126. https://doi.org/10.1177/1368430210370042
  • Laschinger, H. K. S., & Fida, R. (2014). A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions. European Journal of Work and Organizational Psychology, 23(5), 739-753. https://doi.org/10.1080/1359432X.2013.804646
  • Leidner, B., Castano, E., & Ginges, J. (2013). Dehumanization, retributive and restorative justice, and aggressive versus diplomatic intergroup conflict resolution strategies. Personality & Social Psychology Bulletin, 39(2), 181-192. https://doi.org/10.1177/0146167212472208
  • Leyens, J. P., Paladino, P. M., Rodríguez, R. T., Vaes, J., Demoulin, S., Rodríguez, A. P., & Gaunt, R. (2000). The emotional side of prejudice: The role of secondary emotions. Personality and Social Psychology Review, 4(2), 186-197. https://doi.org/10.1207/S15327957PSPR0402_06
  • Lindsay, D. S. (2017). Preregistered direct replications in psychological science. Psychological Science, 28(9), 1191-1192. https://doi.org/10.1177/0956797617718802
  • Lyubovnikova, J., Legood, A., Turner, N., & Mamakouka, A. (2017). How authentic leadership influences team performance: The mediating role of team reflexivity. Journal of Business Ethics, 141(1), 59-70. https://doi.org/10.1007/s10551-015-2692-3
  • Mael, F. A., & Tetrick, L. E. (1992). Identifying organizational identification. Educational and Psychological Measurement, 52(4), 813-824. https://doi.org/10.1177/0013164492052004002
  • Martínez, I. M., Salanova, M., & Cruz-Ortiz, V. (2020). Our boss is a good boss! Cross-level effects of transformational leadership on work engagement in service jobs. Journal of Work and Organizational Psychology, 36(2), 87-94. https://doi.org/10.5093/jwop2020a10
  • Molero, F., Mikulincer, M., Shaver, P. R., Laguía, A., & Moriano, J. A. (2019). The development and validation of the Leader as Security Provider Scale. Journal of Work and Organizational Psychology, 35(3), 183-193. https://doi.org/10.5093/jwop2019a20
  • Moriano, J. A., Topa, G., & Lévy, J. P. (2009). Leadership in nonprofit organizations of Nicaragua and El Salvador: A study from the social identity theory. The Spanish Journal of Psychology, 12(02), 667-676. https://doi.org/10.1017/S1138741600002031
  • Moriano, J., Molero, F., & Mangin, J. P. (2011). Liderazgo auténtico: concepto y validación del cuestionario ALQ en España. Psicothema, 23(2), 336-341.
  • Rahimnia, F., & Sharifirad, M. S. (2015). Authentic leadership and employee well-being: The mediating role of attachment insecurity. Journal of Business Ethics, 132(2), 363-377. https://www.jstor.org/stable/24703545
  • Reicher, S., Haslam, S. A., & Hopkins, N. (2005). Social identity and the dynamics of leadership: Leaders and followers as collaborative agents in the transformation of social reality. The Leadership Quarterly, 16(4), 547-568. https://doi.org/10.1016/j.leaqua.2005.06.007
  • Salgado, J. F., Blanco, S., & Moscoso, S. (2019). Subjective well-being and job performance: Testing of a suppressor effect. Journal of Work and Organizational Psychology, 35(2), 93-102. https://doi.org/10.5093/jwop2019a9
  • Shoss, M. K., Eisenberger, R., Restubog, S. L. D., & Zagenczyk, T. J. (2013). Blaming the organization for abusive supervision: The roles of perceived organizational support and supervisor's organizational embodiment. Journal of Applied Psychology, 98(1), 158-168. https://doi.org/10.1037/a0030687
  • Siegrist, J., Starke, D., Chandola, T., Godin, I., Marmot, M., Niedhammer, I., & Peter, R. (2004). The measurement of effort-reward imbalance at work: European comparisons. Social Science & Medicine, 58(8), 1483-1499. https://doi.org/10.1016/S0277-9536(03)00351-4
  • Skakon, J., Nielsen, K., Borg, V., & Guzman, J. (2010). Are leaders' well-being, behaviours and style associated with the affective well-being of their employees? A systematic review of three decades of research. Work & Stress, 24(2), 107-139. https://doi.org/10.1080/02678373.2010.495262
  • Taskin, L., Parmentier, M., & Stinglhamber, F. (2019). The dark side of office designs: Towards de-humanization. New Technology, Work and Employment, 34(3), 262-284. https://doi.org/10.1111/ntwe.12150
  • Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2), 178-190. https://doi.org/10.2307/1556375
  • Terskova, M. A., & Agadullina, E. R. (2019). Dehumanization of dirty workers and attitudes toward social support. Journal of Applied Social Psychology, 49(12), 1-11. https://doi.org/10.1111/jasp.12633
  • Valtorta, R. R., Baldissarri, C., Andrighetto, L., & Volpato, C. (2019a). Dirty jobs and dehumanization of workers. British Journal of Social Psychology, 58(4), 1-16. https://doi.org/10.1111/bjso.12315
  • Valtorta, R. R., Baldissarri, C., Andrighetto, L., & Volpato, C. (2019b). The dirty side of work: Biologization of physically tainted workers. International Review of Social Psychology, 32(1), 1-13. https://doi.org/10.5334/irsp.213
  • Van Dierendonck, D., Haynes, C., Borrill, C., & Stride, C. (2004). Leadership behavior and subordinate well-being. Journal of Occupational Health Psychology, 9(2), 165-175. https://doi.org/10.1037/1076-8998.9.2.165
  • Väyrynen, T., & Laari-Salmela, S. (2018). Men, mammals, or machines? Dehumanization embedded in organizational practices. Journal of Business Ethics, 147(1), 95-113. https://doi.org/10.1007/s10551-015-2947-z
  • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126. https://doi.org/10.1177/0149206307308913
  • Weiß, E., & Süß, S. (2016). The relationship between transformational leadership and effort-reward imbalance. Leadership & Organization Development Journal, 37(4), 450-466. https://doi.org/10.1108/LODJ-08-2014-0146
Fuente de los datos: Dialnet