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dc.contributor.authorDelgado Rodríguez, Naira 
dc.contributor.authorJuan A. Moriano
dc.contributor.otherPsicología Cognitiva, Social y Organizacional
dc.contributor.otherLaboratorio de Cognición Social (HuMindLab)
dc.date.accessioned2025-01-08T21:05:19Z
dc.date.available2025-01-08T21:05:19Z
dc.date.issued2021
dc.identifier.issn1576-5962
dc.identifier.urihttp://riull.ull.es/xmlui/handle/915/40749
dc.description.abstractOrganizational dehumanization has detrimental consequences for workers’ well-being. Previous research has focused on organizational factors that trigger workers’ dehumanization or stress at work. However, less is known about the factors that can protect workers against the detrimental effects of dehumanization. In the present research, we performed a correlational study (N = 930) and a direct replication of it (N = 913) to analyze 1) the mediation role of organizational dehumanization in the relationship between authentic leadership and stress at work, and 2) the possible moderation of organizational identification and the frequency of leader-follower interactions. The results indicated that higher authentic leadership predicted lower organizational dehumanization and stress at work. Moreover, organizational dehumanization mediates the relationship between authentic leadership and stress at work.en
dc.format.mimetypeapplication/pdf
dc.language.isoInglésen
dc.relation.ispartofseriesJournal of Work and Organizational Psychology Vol. 37. Num. 2. August 2021. Pages 85 - 92
dc.rightsinfo:eu-repo/semantics/openAccess
dc.titleThe link between authentic leadership, organizational dehumanization and stress at worken
dc.typeinfo:eu-repo/semantics/article
dc.identifier.doi10.5093/jwop2021a9
dc.subject.keywordAuthentic leadershipen
dc.subject.keywordOrganizational dehumanizationen
dc.subject.keywordWork imbalance
dc.subject.keywordOrganizational identification


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