What Does Leadership Do to the Leader? Using a Pattern-Oriented Approach to Investigate the Association between Daily Leadership Profiles and Daily Leader Well-Being
基于资源保存理论，通过289位领导者的日记研究，发现三种日常领导力剖面（被动型、变革-奖励型、综合型），并揭示不同剖面与领导者日常幸福感（情绪耗竭、积极/消极情感）的差异关联，其中变革-奖励型最有益，综合型则利弊并存。
Abstract Leader behavior can vary daily, and leaders face multiple demands and problems in one day. Therefore, studying how leader behaviors interplay on the day-level (i.e., daily leadership profiles) is essential. Building on conservation of resources theory as a meta-theory, we investigated which daily leadership profiles exist and whether profile membership changes across one week. Additionally, we examined whether the leadership profiles are differentially related to leaders' daily well-being (i.e., emotional exhaustion, positive and negative affect), mediated by their daily experienced thriving and time pressure. In a diary study over five workdays ( N = 289 leaders), we found three qualitatively different daily leadership profiles: one dominated by passive behaviors ( passive ), one dominated by transformational and contingent reward behaviors ( transformational-rewarding ), and one with elevated transformational and all transactional behaviors ( comprehensive ). The transformational-rewarding and the comprehensive profile showed greater stability across the week than the passive profile . Days in the transformational-rewarding profile were most beneficial for leaders' well-being. In contrast, days in the comprehensive profile seemed to be a double-edged sword for leaders, as indicated by higher experienced thriving and positive affect and simultaneously enhanced experienced time pressure, emotional exhaustion, and negative affect. Taken together, we illuminate the interplay of leadership behaviors on the day-level and the differential associations with leaders' well-being.