Destructive leader traits and the neutralizing influence of an “enriched” job

This study tested a model of the interactive effects of perceived job characteristics and potentially destructive leader traits on the physical and psychological strain of their subordinates and their job attitudes and commitment to the organization. A composite measure of the characteristics of enriched jobs (job scope) was positively related to more favorable outcomes (e.g., organizational commitment) and negatively related to unfavorable outcomes (e.g., somatic complaints). Hierarchical linear modeling tested the moderating effects of leader hostility and leader negative affectivity on the effects of perceived job scope. Subordinates (n = 203) with leaders (n = 47) scoring high on hostility and low job scope consistently exhibited less favorable outcomes than subordinates with low hostility supervisors and low job scope and high hostility supervisors and high job scope. Leader trait negative affectivity exhibited similar interaction effects for three of the outcomes (organizational commitment, overall job satisfaction, and anxiety). The implications of these findings for leadership are discussed.