Please use this identifier to cite or link to this item:https://hdl.handle.net/20.500.12259/61712
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dc.contributor.authorMorkevičiūtė, Modesta-
dc.contributor.authorEndriulaitienė, Auksė-
dc.contributor.authorJočienė, Evelina-
dc.coverage.spatialGB-
dc.date.accessioned2019-03-30T13:04:09Z-
dc.date.available2019-03-30T13:04:09Z-
dc.date.issued2019-
dc.identifier.issn17465265-
dc.identifier.otherVDU02-000023904-
dc.identifier.urihttps://hdl.handle.net/20.500.12259/61712-
dc.identifier.urihttps://doi.org/10.1108/BJM-06-2018-0240-
dc.description.abstractPurpose – The purpose of this paper is to investigate the relationship between dimensions of the perceived transformational leadership style and the employees’ workaholism. Design/methodology/approach – The quantitative approach with a cross-sectional research design was adopted in the present study. The study involved 250 employees working in different Lithuanian organisations. The perceived transformational leadership style was assessed with the help of the Transformational Leadership Inventory (Podsakoff et al., 1990). The ten-item Dutch Work Addiction Scale developed by Schaufeli et al. (2009) was used for measuring workaholism. Findings – The results revealed a significant positive correlation between the perceived high expectations of the manager, employees’ excessive work and general workaholism. The perceived individualised support was negatively related to the employees’ excessive, compulsive work and general workaholism. It was also found that high performance expectations could predict the employees’ greater excessive work and general workaholism. Moreover, a higher level of individualised support appears to be the most important factor decreasing the employees’ excessive work and proneness to general workaholism. It was further found that the probability of higher levels of workaholism was stronger among the middle managers than among the non-executive employees. Originality/value – This study contributes to limited empirical research into the negative effect of the transformational leadership style in determining the employees’ health-damaging work behaviouren
dc.description.sponsorshipPsichologijos katedra-
dc.description.sponsorshipSocialinių mokslų fakultetas-
dc.description.sponsorshipVytauto Didžiojo universitetas-
dc.format.extentp. 312-329-
dc.language.isoen-
dc.relation.ispartofBaltic journal of management. Bingley : Emerald Group Publishing, 2019, Vol. 14, iss. 2-
dc.relation.isreferencedbySocial Sciences Citation Index (Web of Science)-
dc.relation.isreferencedbyEMERALD-
dc.relation.isreferencedbyIngenta Connect-
dc.relation.isreferencedbyABI/INFORM (ProQuest)-
dc.relation.isreferencedbyScopus-
dc.subjectTransformacinis vadovavimo stiliuslt
dc.subjectDarboholizmaslt
dc.subjectWorkaholismen
dc.subjectTransformational leadership styleen
dc.subject.otherPsichologija / Psychology (S006)-
dc.titleDo dimensions of transformational leadership have an effect on workaholism?en
dc.typeStraipsnis Clarivate Analytics Web of Science ar/ir Scopus / Article in Clarivate Analytics Web of Science or / and Scopus (S1)-
dc.identifier.doihttps://doi.org/10.1108/BJM-06-2018-0240-
dc.identifier.isiWOS:000461490200008-
dcterms.bibliographicCitation74-
dc.date.updated2020-02-19T11:12Z-
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local.typeS-
item.fulltextWith Fulltext-
item.grantfulltextopen-
crisitem.author.deptSocialinių mokslų fakultetas-
crisitem.author.deptPsichologijos katedra-
crisitem.author.deptSocialinių mokslų fakultetas-
Appears in Collections:1. Straipsniai / Articles
Universiteto mokslo publikacijos / University Research Publications
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