Leader sleep devaluation, employee sleep, and unethical behavior

Area of Science:

• Organizational Behavior
• Sleep Science
• Business Ethics

Background:

• Leader behaviors significantly influence employee well-being and conduct.
• The impact of leaders devaluing sleep on subordinate outcomes remains underexplored.
• Understanding this dynamic is crucial for fostering healthy work environments.

Purpose of the Study:

• To investigate the effects of leader sleep devaluation on subordinate sleep and unethical behavior.
• To examine the mediating role of subordinate sleep quality in this relationship.
• To differentiate these effects from abusive supervision.

Main Methods:

• Conducted two studies employing cross-sectional surveys and diary methods.
• Utilized data from diverse samples, including working adults and employee-supervisor dyads.
• Measured leader behaviors, subordinate sleep (quality and quantity), and unethical behavior.

Main Results:

• Leader sleep devaluation negatively impacts subordinate sleep quality.
• Subordinate sleep quality mediates the relationship between leader sleep devaluation and unethical behavior.
• The observed effects were distinct from those of abusive supervision; sleep quantity effects were inconsistent.

Conclusions:

• Leader behaviors that devalue sleep have detrimental consequences for employee sleep and ethical conduct.
• Promoting healthy sleep norms within leadership is essential for mitigating unethical behavior.
• Organizational interventions should address leader sleep devaluation to improve employee well-being and integrity.