Article2005

Defensive Communication and Burnout in the Workplace: The Mediating Role of Leader–Member Exchange

Jennifer A. H. Becker · Jonathon R. B. Halbesleben · H. Dan O’Hair

41 citations0/0 files storedCommunication Research Reports

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Job Satisfaction and Organizational Behavior Stress and Burnout Research Workplace Violence and Bullying

Abstract

This paper investigates the relationship between defensive communication in performance appraisal settings by considering the mediating effect of leader–member exchange relationships. In a study of employees of a US federal fire department, defensive communication was associated with lower quality leader–member exchange relationships, which in turn was related to burnout. We discuss the implications of these findings, particularly as they apply to organizations and their employees, as well as limitations and directions for future research.

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References

2001The job demands-resources model of burnout.1996Maslach burnout inventory manual 1975A vertical dyad linkage approach to leadership within formal organizations 1998Multidimensionality of leader-member exchange: An empirical assessment through scale development 1988Handbook of Organizational Communication.1987Handbook of Organizational Communication: An Interdisciplinary Perspective 1999Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices 2001The New Handbook of Organizational Communication

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