Publication Type

Journal Article

Publication Date

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

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