{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/105156"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/105156","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"The effects of leader microbreaks on transformational leadership behavior and follower job satisfaction: LMX as a cross-level moderator","abstract":"Microbreaks have been receiving growing scholarly attention as an effective energy management strategy at work. As previous research has mostly examined microbreaks to show their within-person benefits for individuals’ well-being and task performance, this study turns to interpersonal effects of microbreaks and their boundary conditions. Integrating Affective Events Theory and the Emotion As Social Information model, the study tests the crossover effects of leaders’ microbreaks to explain how microbreaks influence not only actors themselves but also their follower. An experience sampling method was used to collect three daily surveys from 118 leader-member dyads (236 full-time employees) for five workdays (n = 511 day-level observations). Multilevel path analysis results found that on days when leaders take more morning microbreaks at work, they have higher levels of state positive affect in the afternoon, which in turn is linked to greater transformational leadership behavior (reported by follower) as well as the follower’s own job satisfaction in the afternoon. Overall, the findings suggest that leaders’ microbreaks can be positive affective events for both leader and follower. Importantly, leader-member exchange (LMX) moderated (strengthened) the indirect effects of leader microbreaks on the two dependent variables via the leader’s increased positive affect. The indirect effects of leader microbreaks on transformational leadership behavior and follower job satisfaction via the leader’s positive affect, were much stronger for employees in high LMX than employees in low LMX. Theoretical and practical implications, limitations, and future research directions are discussed.","abstract_html":"Microbreaks have been receiving growing scholarly attention as an effective energy management strategy at work. As previous research has mostly examined microbreaks to show their within-person benefits for individuals’ well-being and task performance, this study turns to interpersonal effects of microbreaks and their boundary conditions. Integrating Affective Events Theory and the Emotion As Social Information model, the study tests the crossover effects of leaders’ microbreaks to explain how microbreaks influence not only actors themselves but also their follower. An experience sampling method was used to collect three daily surveys from 118 leader-member dyads (236 full-time employees) for five workdays (n = 511 day-level observations). Multilevel path analysis results found that on days when leaders take more morning microbreaks at work, they have higher levels of state positive affect in the afternoon, which in turn is linked to greater transformational leadership behavior (reported by follower) as well as the follower’s own job satisfaction in the afternoon. Overall, the findings suggest that leaders’ microbreaks can be positive affective events for both leader and follower. Importantly, leader-member exchange (LMX) moderated (strengthened) the indirect effects of leader microbreaks on the two dependent variables via the leader’s increased positive affect. The indirect effects of leader microbreaks on transformational leadership behavior and follower job satisfaction via the leader’s positive affect, were much stronger for employees in high LMX than employees in low LMX. Theoretical and practical implications, limitations, and future research directions are discussed.","abstract_has_math":false,"creators":["Kim, Sooyeol"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Human Res & Industrial Rels","degree_department":null,"school":null,"contributors":["Park, YoungAh","Newman, Daniel","Kramer, Amit","Liu, Yihao"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2019,"date_issued":"2019-08-23T20:44:37Z","date_published":"2019-08-23T20:44:37Z","updated_at":"2026-07-22T22:24:44Z","subjects":["microbreaks, recovery, work break, dyadic study, leader-member exchange"],"languages":["en"],"rights":["Copyright 2019 Sooyeol Kim"],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/2142/105156","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Park, YoungAh","Newman, Daniel","Kramer, Amit","Liu, Yihao"]},{"key":"dc:creator","label":"Author","values":["Kim, Sooyeol"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2019-08-23T20:44:37Z","2021-08-24T09:15:34Z","2019-04-01","2019-05"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Human Res & Industrial Rels"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["microbreaks, recovery, work break, dyadic study, leader-member exchange"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["en"]},{"key":"dc:rights","label":"Dc Rights","values":["Copyright 2019 Sooyeol Kim"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/2142/105156"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Microbreaks have been receiving growing scholarly attention as an effective energy management strategy at work. As previous research has mostly examined microbreaks to show their within-person benefits for individuals’ well-being and task performance, this study turns to interpersonal effects of microbreaks and their boundary conditions. Integrating Affective Events Theory and the Emotion As Social Information model, the study tests the crossover effects of leaders’ microbreaks to explain how microbreaks influence not only actors themselves but also their follower. An experience sampling method was used to collect three daily surveys from 118 leader-member dyads (236 full-time employees) for five workdays (n = 511 day-level observations). Multilevel path analysis results found that on days when leaders take more morning microbreaks at work, they have higher levels of state positive affect in the afternoon, which in turn is linked to greater transformational leadership behavior (reported by follower) as well as the follower’s own job satisfaction in the afternoon. Overall, the findings suggest that leaders’ microbreaks can be positive affective events for both leader and follower. Importantly, leader-member exchange (LMX) moderated (strengthened) the indirect effects of leader microbreaks on the two dependent variables via the leader’s increased positive affect. The indirect effects of leader microbreaks on transformational leadership behavior and follower job satisfaction via the leader’s positive affect, were much stronger for employees in high LMX than employees in low LMX. Theoretical and practical implications, limitations, and future research directions are discussed.","Submission published under a 24 month embargo labeled 'Closed Access', the embargo will last until 2021-05-01","The student, Sooyeol Kim, accepted the attached license on 2019-03-29 at 11:33.","The student, Sooyeol Kim, submitted this Dissertation for approval on 2019-03-29 at 11:33.","This Dissertation was approved for publication on 2019-04-01 at 08:38.","DSpace SAF Submission Ingestion Package generated from Vireo submission #13473 on 2019-08-22 at 16:20:37","Made available in DSpace on 2019-08-23T20:44:37Z (GMT). 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As previous research has mostly examined microbreaks to show their within-person benefits for individuals’ well-being and task performance, this study turns to interpersonal effects of microbreaks and their boundary conditions. Integrating Affective Events Theory and the Emotion As Social Information model, the study tests the crossover effects of leaders’ microbreaks to explain how microbreaks influence not only actors themselves but also their follower. An experience sampling method was used to collect three daily surveys from 118 leader-member dyads (236 full-time employees) for five workdays (n = 511 day-level observations). Multilevel path analysis results found that on days when leaders take more morning microbreaks at work, they have higher levels of state positive affect in the afternoon, which in turn is linked to greater transformational leadership behavior (reported by follower) as well as the follower’s own job satisfaction in the afternoon. Overall, the findings suggest that leaders’ microbreaks can be positive affective events for both leader and follower. Importantly, leader-member exchange (LMX) moderated (strengthened) the indirect effects of leader microbreaks on the two dependent variables via the leader’s increased positive affect. The indirect effects of leader microbreaks on transformational leadership behavior and follower job satisfaction via the leader’s positive affect, were much stronger for employees in high LMX than employees in low LMX. Theoretical and practical implications, limitations, and future research directions are discussed.","Submission published under a 24 month embargo labeled 'Closed Access', the embargo will last until 2021-05-01","The student, Sooyeol Kim, accepted the attached license on 2019-03-29 at 11:33.","The student, Sooyeol Kim, submitted this Dissertation for approval on 2019-03-29 at 11:33.","This Dissertation was approved for publication on 2019-04-01 at 08:38.","DSpace SAF Submission Ingestion Package generated from Vireo submission #13473 on 2019-08-22 at 16:20:37","Made available in DSpace on 2019-08-23T20:44:37Z (GMT). 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