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The impact of leader depletion on leader performance: the mediating role of leaders' trust beliefs and employees' citizenship behaviors.
Sci Rep. 2022 11 30; 12(1):20676.SR

Abstract

The leadership role can be demanding and depleting. Using self-regulation and social exchange theory as a framework, we developed a three-step sequential mediation model that explains how feelings of depletion can degrade leaders' own performance level, via the reciprocating behavior of their employees. Specifically, we hypothesized that leader depletion is negatively related to their trust beliefs. This lack of trust is expected to be reciprocated by employees in such a way that they display less citizenship behaviors towards their leader. These lowered citizenship behaviors are, in turn, predicted to negatively impact leader performance. Additionally, we hypothesized that these negative effects of feeling depleted are more pronounced for leaders who believe that their willpower is limited. Studies 1 and 2 illustrated that leader depletion indirectly influences their own performance level through leaders' trust beliefs and employees' leader-directed citizenship behaviors. Study 3 extended these findings from the inter-individual to the intra-individual level, and demonstrated the predicted moderating role of belief in limited willpower. Together, our studies provide new and useful insights in the broader, more distal implications of leader depletion, which have not yet been considered in existing self-regulation models.

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Authors+Show Affiliations

Haesevoets T
Department of Developmental, Personality and Social Psychology, Ghent University, Henri Dunantlaan 2, B-9000, Ghent, Belgium. tessa.haesevoets@ugent.be.
De Cremer D
NUS Business School, National University of Singapore, Singapore, Singapore.
De Schutter L
Rotterdam School of Management, Erasmus University Rotterdam, Rotterdam, The Netherlands.
van Dijke M
Rotterdam School of Management, Erasmus University Rotterdam, Rotterdam, The Netherlands.
Young HR
Eli Broad School of Business, Michigan State University, East Lansing, USA.
Lee HW
Fisher College of Business, The Ohio State University, Columbus, USA.
Johnson R
Eli Broad School of Business, Michigan State University, East Lansing, USA.
Chiang JT
Guanghua School of Management, Peking University, Beijing, China.

MeSH

HumansTrustCitizenshipEmotionsLeadershipProblem Solving

Pub Type(s)

Journal Article
Research Support, Non-U.S. Gov't

Language

eng

PubMed ID

36450843

Citation

Haesevoets, Tessa, et al. "The Impact of Leader Depletion On Leader Performance: the Mediating Role of Leaders' Trust Beliefs and Employees' Citizenship Behaviors." Scientific Reports, vol. 12, no. 1, 2022, p. 20676.
Haesevoets T, De Cremer D, De Schutter L, et al. The impact of leader depletion on leader performance: the mediating role of leaders' trust beliefs and employees' citizenship behaviors. Sci Rep. 2022;12(1):20676.
Haesevoets, T., De Cremer, D., De Schutter, L., van Dijke, M., Young, H. R., Lee, H. W., Johnson, R., & Chiang, J. T. (2022). The impact of leader depletion on leader performance: the mediating role of leaders' trust beliefs and employees' citizenship behaviors. Scientific Reports, 12(1), 20676. https://doi.org/10.1038/s41598-022-24882-3
Haesevoets T, et al. The Impact of Leader Depletion On Leader Performance: the Mediating Role of Leaders' Trust Beliefs and Employees' Citizenship Behaviors. Sci Rep. 2022 11 30;12(1):20676. PubMed PMID: 36450843.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - The impact of leader depletion on leader performance: the mediating role of leaders' trust beliefs and employees' citizenship behaviors. AU - Haesevoets,Tessa, AU - De Cremer,David, AU - De Schutter,Leander, AU - van Dijke,Marius, AU - Young,Henry Robin, AU - Lee,Hun Whee, AU - Johnson,Russell, AU - Chiang,Jack Ting-Ju, Y1 - 2022/11/30/ PY - 2022/10/10/received PY - 2022/11/22/accepted PY - 2022/11/30/entrez PY - 2022/12/1/pubmed PY - 2022/12/3/medline SP - 20676 EP - 20676 JF - Scientific reports JO - Sci Rep VL - 12 IS - 1 N2 - The leadership role can be demanding and depleting. Using self-regulation and social exchange theory as a framework, we developed a three-step sequential mediation model that explains how feelings of depletion can degrade leaders' own performance level, via the reciprocating behavior of their employees. Specifically, we hypothesized that leader depletion is negatively related to their trust beliefs. This lack of trust is expected to be reciprocated by employees in such a way that they display less citizenship behaviors towards their leader. These lowered citizenship behaviors are, in turn, predicted to negatively impact leader performance. Additionally, we hypothesized that these negative effects of feeling depleted are more pronounced for leaders who believe that their willpower is limited. Studies 1 and 2 illustrated that leader depletion indirectly influences their own performance level through leaders' trust beliefs and employees' leader-directed citizenship behaviors. Study 3 extended these findings from the inter-individual to the intra-individual level, and demonstrated the predicted moderating role of belief in limited willpower. Together, our studies provide new and useful insights in the broader, more distal implications of leader depletion, which have not yet been considered in existing self-regulation models. SN - 2045-2322 UR - https://www.unboundmedicine.com/medline/citation/36450843/The_impact_of_leader_depletion_on_leader_performance:_the_mediating_role_of_leaders'_trust_beliefs_and_employees'_citizenship_behaviors_ DB - PRIME DP - Unbound Medicine ER -