Leaders Condition the Work Experience: A Test of a Job Resources-Demands Model Invariance in Two Countries

Abstract

Aim(s). This two-wave study examines how transformational and laissez-faire leadership affect role overload and conflict and subsequent outcomes, including anxiety and intention to leave the organization. Background. In today’s healthcare sector, promoting health among employees is more relevant than ever. Health-promoting leadership styles, such as transformational leadership, can positively affect staff well-being, but research on laissez-faire leadership is particularly sparse, though it is believed to be detrimental. Past research suggests that leadership conditions work experiences and can exacerbate or mitigate role stressors that result in individual outcomes. Method(s). Questionnaires were administered to nurses in the USA (n = 208) and Spain (n = 220), with a five- and eight-week separation, respectively. Results. Transformational leadership has a negative and laissez-faire leadership has a positive relationship with adverse outcomes. Furthermore, role overload and conflict mediate the relationship between leadership styles and outcomes. Conclusion(s). The study provides incremental evidence of the negative implications of laissez-faire leadership compared with the positive implications of transformational leadership on outcomes via role stressors as motivational mechanisms. Implications for Nursing Management. Learning about the medium-term implications of leadership styles on stressors and health-related outcomes would enrich opportunities for leadership training in organizations.