The relationship between ambivalence towards supervisor's behavior and employee’s mental health
Ambivalence in social interactions has been linked to health-related outcomes in private relationships and recent research has started to expand this evidence to ambivalent leadership at the workplace by showing that ambivalent supervisor-employee relationships are related to higher stress levels in...
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| Main Authors: | , , , , , |
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| Format: | Article (Journal) |
| Language: | English |
| Published: |
10 June 2022
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| In: |
Scientific reports
Year: 2022, Volume: 12, Pages: 1-9 |
| ISSN: | 2045-2322 |
| DOI: | 10.1038/s41598-022-13533-2 |
| Online Access: | Verlag, kostenfrei, Volltext: https://doi.org/10.1038/s41598-022-13533-2 Verlag, kostenfrei, Volltext: http://www.nature.com/articles/s41598-022-13533-2 
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| Author Notes: | Raphael M. Herr, Wendy C. Birmingham, Frenk van Harreveld, Annelies E.M. van Vianen, Joachim E. Fischer and Jos A. Bosch |
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| 520 | |a Ambivalence in social interactions has been linked to health-related outcomes in private relationships and recent research has started to expand this evidence to ambivalent leadership at the workplace by showing that ambivalent supervisor-employee relationships are related to higher stress levels in employees. However, the mental health consequences of ambivalent leadership have not been examined yet. Using a multilevel approach, this study estimated associations of ambivalent leadership with mental health indicators (depression, anxiety, vital exhaustion, fatigue) in 993 employees from 27 work groups. A total effect of ambivalent leadership was found for all four mental health measures, as well as within-group and between-group effects. The consistent relationships of ambivalent leadership with higher symptoms of mental ill-health at the individual- (i.e., within-group) and the group-level (i.e., between-group) support the existence of an un-confounded association, as well as group effects of collective ambivalence. | ||
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