The Relationship Between Perceived Leader Busyness and Perspective Taking and Interaction Behavior of Followers

How leaders influence followers have been a hot topic in both research and practice. Yet, prior studies have primarily focused on the impact of one leadership style, while overlooking how a leadership role may influence behavioral expressions of leaders. Particularly, being a leader means having to...

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Autores principales:	Qiufeng Huang, Kaili Zhang
Formato:	article
Lenguaje:	EN
Publicado:	Frontiers Media S.A. 2021
Materias:	perceived leader busyness perspective taking interaction avoidance performance appraisal sensemaking theory Psychology BF1-990
Acceso en línea:	https://doaj.org/article/d8d322c4d23e4591bf7b8c3898cff0f2
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spelling	oai:doaj.org-article:d8d322c4d23e4591bf7b8c3898cff0f22021-11-15T04:37:30ZThe Relationship Between Perceived Leader Busyness and Perspective Taking and Interaction Behavior of Followers1664-107810.3389/fpsyg.2021.676810https://doaj.org/article/d8d322c4d23e4591bf7b8c3898cff0f22021-11-01T00:00:00Zhttps://www.frontiersin.org/articles/10.3389/fpsyg.2021.676810/fullhttps://doaj.org/toc/1664-1078How leaders influence followers have been a hot topic in both research and practice. Yet, prior studies have primarily focused on the impact of one leadership style, while overlooking how a leadership role may influence behavioral expressions of leaders. Particularly, being a leader means having to face time demands and workload pressure, and thus, busyness becomes a common phenomenon for leaders. Focused on perceived leader busyness, we had examined how it may influence employee interactions with leaders and how those interactions influenced leader evaluations of the performance of followers. Based on sensemaking theory, we propose that when followers have a high level of perspective taking, they are more likely to take avoidance behavior when perceiving leaders as of high busyness. Further, when followers engage in interaction avoidance behavior, leaders may consider followers as hiding errors or intentionally concealing their work process, which reduces positive evaluations (i.e., task performance and conscientiousness evaluation) while enhancing negative evaluation (i.e., deviance behavior) toward followers. We conducted two studies. Study one was conducted with a 25 participants interview and data of 297 employees to show scale validity of perceived leader busyness. Study two was conducted with 377 employees and their direct supervisors. Applying the complex modeling method, we found that followers with low-level perspective taking are less likely to engage in interaction avoidance behavior, even when perceiving leaders as high busyness; interaction avoidance behavior of followers has a positive relationship with counterproductive behavior evaluation of leaders, but a negative relationship with conscientiousness behavior evaluation. This study enriches the dyadic interactions between leaders and followers. In addition, it also shows the burden of perspective taking.Qiufeng HuangKaili ZhangFrontiers Media S.A.articleperceived leader busynessperspective takinginteraction avoidanceperformance appraisalsensemaking theoryPsychologyBF1-990ENFrontiers in Psychology, Vol 12 (2021)
institution	DOAJ
collection	DOAJ
language	EN
topic	perceived leader busyness perspective taking interaction avoidance performance appraisal sensemaking theory Psychology BF1-990
spellingShingle	perceived leader busyness perspective taking interaction avoidance performance appraisal sensemaking theory Psychology BF1-990 Qiufeng Huang Kaili Zhang The Relationship Between Perceived Leader Busyness and Perspective Taking and Interaction Behavior of Followers
description	How leaders influence followers have been a hot topic in both research and practice. Yet, prior studies have primarily focused on the impact of one leadership style, while overlooking how a leadership role may influence behavioral expressions of leaders. Particularly, being a leader means having to face time demands and workload pressure, and thus, busyness becomes a common phenomenon for leaders. Focused on perceived leader busyness, we had examined how it may influence employee interactions with leaders and how those interactions influenced leader evaluations of the performance of followers. Based on sensemaking theory, we propose that when followers have a high level of perspective taking, they are more likely to take avoidance behavior when perceiving leaders as of high busyness. Further, when followers engage in interaction avoidance behavior, leaders may consider followers as hiding errors or intentionally concealing their work process, which reduces positive evaluations (i.e., task performance and conscientiousness evaluation) while enhancing negative evaluation (i.e., deviance behavior) toward followers. We conducted two studies. Study one was conducted with a 25 participants interview and data of 297 employees to show scale validity of perceived leader busyness. Study two was conducted with 377 employees and their direct supervisors. Applying the complex modeling method, we found that followers with low-level perspective taking are less likely to engage in interaction avoidance behavior, even when perceiving leaders as high busyness; interaction avoidance behavior of followers has a positive relationship with counterproductive behavior evaluation of leaders, but a negative relationship with conscientiousness behavior evaluation. This study enriches the dyadic interactions between leaders and followers. In addition, it also shows the burden of perspective taking.
format	article
author	Qiufeng Huang Kaili Zhang
author_facet	Qiufeng Huang Kaili Zhang
author_sort	Qiufeng Huang
title	The Relationship Between Perceived Leader Busyness and Perspective Taking and Interaction Behavior of Followers
title_short	The Relationship Between Perceived Leader Busyness and Perspective Taking and Interaction Behavior of Followers
title_full	The Relationship Between Perceived Leader Busyness and Perspective Taking and Interaction Behavior of Followers
title_fullStr	The Relationship Between Perceived Leader Busyness and Perspective Taking and Interaction Behavior of Followers
title_full_unstemmed	The Relationship Between Perceived Leader Busyness and Perspective Taking and Interaction Behavior of Followers
title_sort	relationship between perceived leader busyness and perspective taking and interaction behavior of followers
publisher	Frontiers Media S.A.
publishDate	2021
url	https://doaj.org/article/d8d322c4d23e4591bf7b8c3898cff0f2
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The Relationship Between Perceived Leader Busyness and Perspective Taking and Interaction Behavior of Followers

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