The Link Between Authentic Leadership, Organizational Dehumanization and Stress at Work

  1. Mario Sainz 1
  2. Naira Delgado 2
  3. Juan A. Moriano 3
  1. 1 Universidad de Monterrey
    info

    Universidad de Monterrey

    San Pedro Garza García, México

    ROR https://ror.org/02arnxw97

  2. 2 Universidad de La Laguna
    info

    Universidad de La Laguna

    San Cristobal de La Laguna, España

    ROR https://ror.org/01r9z8p25

  3. 3 Universidad Nacional de Educación a Distancia
    info

    Universidad Nacional de Educación a Distancia

    Madrid, España

    ROR https://ror.org/02msb5n36

Revista:
Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology

ISSN: 1576-5962

Año de publicación: 2021

Volumen: 37

Número: 2

Páginas: 85-92

Tipo: Artículo

DOI: 10.5093/JWOP2021A9 DIALNET GOOGLE SCHOLAR lock_openAcceso abierto editor

Otras publicaciones en: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology

Resumen

Organizational 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.

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