Publication:
A multilevel analysis of the relationship between leaders' experiential avoidance and followers' well-being

dc.contributor.coauthorKöydemir, Selda
dc.contributor.coauthorFehn, Theresa
dc.contributor.coauthorBilgiç, İlkyaz D.
dc.contributor.coauthorGauglitz, İris
dc.contributor.coauthorSchutz, Astrid
dc.contributor.departmentDepartment of Psychology
dc.contributor.departmentGraduate School of Social Sciences and Humanities
dc.contributor.kuauthorVarol, Melisa
dc.contributor.schoolcollegeinstituteCollege of Social Sciences and Humanities
dc.contributor.schoolcollegeinstituteGRADUATE SCHOOL OF SOCIAL SCIENCES AND HUMANITIES
dc.date.accessioned2024-11-09T12:43:25Z
dc.date.issued2022
dc.description.abstractExperiential avoidance is defined as a process involving excessive negative evaluations of difficult or unwanted feelings, thoughts, and sensations, an unwillingness to remain in contact with and express these experiences, and habitual attempts to avoid or control them. Experiential avoidance is closely associated with maladaptive functioning. Although the ability to connect with internal experiences has been considered an important element of effective leadership, this assumption has not yet been empirically tested. On the basis of the Acceptance and Commitment Therapy model of experiential avoidance and the propositions of leadership models (e.g., transformational and authentic leadership) that characterize leadership as an emotion-related process, we examined the relationship between leaders' experiential avoidance and their followers' well-being in a sample of leader-follower triads. Well-being outcomes were subjective happiness, purpose in life, and job satisfaction. We also tested the mediating roles of followers' basic psychological need satisfaction and need frustration in this relationship. Multilevel mediation model analyses suggested that followers' psychological need frustration but not need satisfaction mediated the relationship between leaders' experiential avoidance and followers' well-being outcomes. Thus, a rigid attitude toward one's internal experiences as a leader is a risk factor for followers' well-being because leaders with such attitudes may pay little attention to their followers and give rise to need frustration in their followers. Organizational efforts to increase leaders' flexibility in dealing with negative experiences can help foster well-being among both leaders and their followers.
dc.description.fulltextYES
dc.description.indexedbyWOS
dc.description.indexedbyScopus
dc.description.issue32
dc.description.openaccessYES
dc.description.publisherscopeInternational
dc.description.sponsoredbyTubitakEuN/A
dc.description.sponsorshipOpen Access funding enabled and organized by Projekt DEAL.
dc.description.versionPublisher version
dc.description.volume42
dc.identifier.doi10.1007/s12144-022-03865-7
dc.identifier.eissn1936-4733
dc.identifier.embargoNO
dc.identifier.filenameinventorynoIR04064
dc.identifier.issn1046-1310
dc.identifier.quartileQ2
dc.identifier.scopus2-s2.0-85141548644
dc.identifier.urihttps://doi.org/10.1007/s12144-022-03865-7
dc.identifier.wos880359100005
dc.keywordsExperiential avoidance
dc.keywordsNeed satisfaction
dc.keywordsNeed frustration
dc.keywordsLeadership
dc.keywordsEmployee well-being
dc.language.isoeng
dc.publisherSpringer
dc.relation.grantnoNA
dc.relation.ispartofCurrent Psychology
dc.relation.urihttp://cdm21054.contentdm.oclc.org/cdm/ref/collection/IR/id/10953
dc.subjectPsychology
dc.titleA multilevel analysis of the relationship between leaders' experiential avoidance and followers' well-being
dc.typeJournal Article
dspace.entity.typePublication
local.contributor.kuauthorVarol, Melisa
local.publication.orgunit1GRADUATE SCHOOL OF SOCIAL SCIENCES AND HUMANITIES
local.publication.orgunit1College of Social Sciences and Humanities
local.publication.orgunit2Department of Psychology
local.publication.orgunit2Graduate School of Social Sciences and Humanities
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