Leader workaholism and subordinates' psychological distress: The moderating role of justice climate

Abstract

Leader workaholism, characterized by an excessive drive to work long hours, is prevalent among organizational leaders. Its impact on subordinates' mental health warrants examination. This study investigated the direct relationship between leader workaholism and subordinates' psychological distress. Drawing on substitutes for leadership theory, it also assessed the buffering effects of procedural, interactional, and distributive justice climates in this relationship. Data from an online survey of 40 leaders and 200 subordinate employees revealed a positive correlation between leader workaholism and subordinates' psychological distress. However, the procedural and interactional justice climates negatively moderated this relationship, whereas the distributive justice climate did not. This disparity may result from the strong link between distributive justice climate and specific, objective outcomes. The study enhances understanding of the adverse effects of leader workaholism on employee psychological health and suggests organizational strategies, such as fostering procedural and interactional justice climates, to mitigate these effects.

Keywords

• Leader workaholism
• Psychological distress
• Justice climate
• Multilevel model