Although leaders' daily work is inherently relational, it is possible that leaders can feel lonely and isolated from followers. Integrating theoretical ideas from regulatory loop models of loneliness with evolutionary perspectives of loneliness, we posit that daily leader loneliness (i.e., feelings of isolation stemming from one's followers) may prompt harmful self-perpetuating as well as beneficial self-correcting cycles of loneliness at work via different rumination processes. We expect that leader loneliness will relate to 2 forms of rumination after work-maladaptive affect-focused rumination and adaptive problem-solving pondering. We expect that each form of rumination will hinder or facilitate next-day work engagement and helping, which will then matter for subsequent leader loneliness. In a 10-day experience sampling investigation of 86 leaders, we found that daily leader loneliness exhibits a self-perpetuating pattern via affect-focused rumination because this type of rumination reduces next-day work engagement and helping. At the same time, daily leader loneliness exhibits a self-correcting pattern via problem-solving pondering, as this type of forward-thinking rumination facilitates work engagement and helping the next day. Furthermore, leader self-efficacy enhances the extent to which problem-solving pondering occurs when leaders feel lonely. In a supplemental experience sampling study with leaders and followers, we further show that daily leader loneliness is negatively related to followers' perceptions of leader effectiveness above and beyond more generalized loneliness. In summary, our work sheds theoretical and empirical light on the complex nature of leader loneliness. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

中文翻译：

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一个是最孤独的数字吗？对领导者在工作中孤独感的适应性和适应不良后果的内部检查。

尽管领导者的日常工作本质上是相关的，但领导者可能会感到孤独和与追随者隔绝。将孤独的调节循环模型的理论思想与孤独的进化观点相结合，我们假设日常领导者的孤独感（即来自追随者的孤立感）可能会在工作中引发有害的自我延续以及有益的自我纠正孤独循环通过不同的反刍过程。我们预计领导者的孤独感将与工作适应不良的以情感为中心的沉思和适应性解决问题的思考之后的两种形式的沉思有关。我们预计，每种形式的思考都会阻碍或促进第二天的工作投入和帮助，而这对后续领导者的孤独感很重要。在对 86 位领导者进行的为期 10 天的经验抽样调查中，我们发现日常领导者的孤独感通过以情感为中心的沉思表现出一种自我延续的模式，因为这种类型的沉思会降低第二天的工作投入和帮助。同时，日常领导者的孤独感通过解决问题的思考表现出自我纠正的模式，因为这种具有前瞻性思维的沉思促进了工作投入和第二天的帮助。此外，当领导者感到孤独时，领导者的自我效能感增强了解决问题思考的程度。在对领导者和追随者的补充经验抽样研究中，我们进一步表明，领导者日常孤独感与追随者对领导有效性的看法负相关，超越了更普遍的孤独感。总之，我们的工作揭示了领导孤独的复杂性的理论和经验。（PsycInfo 数据库记录 (c) 2020 APA，保留所有权利）。