How supervisor thriving at work affect subordinates’ well-being and behavior: integrating job demands-resources and crossover theory

Purpose Drawing on crossover research and job demands-resources (JD-R) theory, this study aims to explore the transfer process on thriving at work between supervisors and subordinates and consequences for subordinate behaviors and well-being. Design/methodology/approach A series of questionnaire surveys were conducted to collect data in three time-lags and multiple sources; The final sample comprised 62 supervisors matched with 315 subordinates. A multilevel path model was specified to test the hypothesized structural relationships in our model using Mplus. Findings This study finds that supervisor thriving at work leads to role overload among subordinates, which in turn results in subordinate burnout and supervisor-directed deviance behavior. In addition, arising from role overload, supervisor thriving at work diminishes subordinate thriving at work. Practical implications Since supervisor thriving at work may have negative consequences for subordinates, organizations should monitor and evaluate the impact of leadership on team dynamics regularly to address any negative effects that may arise from thriving leadership. Originality/value Overall, our study shows how supervisor thriving at work exerts a negative rather than positive effect on subordinates with adverse consequences for supervisors and the organization. This dark side of workplace thriving serves as a foundation for future work.