Publication Type
Journal Article
Version
submittedVersion
Publication Date
11-2010
Abstract
In a daily diary study, the authors investigated the top-down influence of manager empathy on a process model of employee well-being. Sixty employees supervised by one of 13 managers completed a daily survey for 2 weeks, producing a total of 436 observations. Hierarchical linear modeling results revealed that, at the daily level, employees who reported somatic complaints made less progress on their goals and felt lower levels of positive affect and higher levels of negative affect. At the group level, cross-level main and interactive effects of manager empathy were observed, such that groups of employees with empathic managers experienced lower average levels of somatic complaints, and daily goal progress was more strongly related to positive affect for groups of employees with empathic managers. We discuss the implications of these results for the emerging literature on leaders as managers of group emotion.
Keywords
Empathy, Emotions, Affect, Personality, Well-being
Discipline
Organizational Behavior and Theory
Research Areas
Organisational Behaviour and Human Resources
Publication
Organizational Behavior and Human Decision Processes
Volume
113
Issue
2
First Page
127
Last Page
140
ISSN
0749-5978
Identifier
10.1016/j.obhdp.2010.08.001
Publisher
Elsevier
Citation
SCOTT, Brent A.; Colquitt, Jason A.; PADDOCK, E. Layne; and JUDGE, Timothy A..
A daily investigation of the role of manager empathy on employee well-being. (2010). Organizational Behavior and Human Decision Processes. 113, (2), 127-140.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/2965
Copyright Owner and License
Authors
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Additional URL
https://doi.org/10.1016/j.obhdp.2010.08.001