Successfully reattaching to work (i.e., mentally reconnecting) after a nonwork period can set the tone for the workday. This study examines anticipated task focus and activated positive affect as mechanisms linking leaders’ reattachment to work in the morning to leader experiences and behaviors throughout the workday. Based on daily-survey data from 416 leaders (2646 total morning/evening survey completions), we conducted multilevel structural equation modeling to test our hypotheses. Results indicate that day-level reattachment to work in the morning was associated with anticipated task focus and activated positive affect, which in turn were both associated with leader workplace vitality and transformational leadership behavior. Hypotheses regarding leader task accomplishment were not supported. Supplementary analyses indicated that reattachment was indirectly related to perceived task accomplishment through a two-stage mediation – i.e., via anticipated task focus in the morning and actual task focus throughout the workday. Findings point to the important role of reattachment to work in leader experiences and behaviors throughout the workday. Results also indicate the relevance of reattachment to work as an experience and potential strategy that helps leaders successfully move from nonwork to work domains creating positive outcomes for themselves and their followers throughout the workday.

在一段非工作时间之后成功地重新投入工作（即精神上的重新连接）可以为工作日定下基调。本研究考察了预期的任务重点和激活的积极影响，作为将领导者早上重新投入工作与整个工作日的领导者体验和行为联系起来的机制。基于来自 416 位领导者的每日调查数据（2646 次早上/晚上调查完成），我们进行了多层次结构方程模型来测试我们的假设。结果表明，每天早上重新投入工作与预期的任务重点和激活的积极情绪相关，而这又与领导者的工作场所活力和变革型领导行为相关。不支持有关领导任务完成的假设。补充分析表明，重新依恋与感知任务完成度通过两阶段中介间接相关——即通过早上的预期任务重点和整个工作日的实际任务重点。调查结果表明，重新投入工作在整个工作日的领导者体验和行为中发挥着重要作用。结果还表明，重新融入工作作为一种经验和潜在策略的相关性，可帮助领导者成功地从非工作领域转向工作领域，在整个工作日为他们自己和他们的追随者创造积极的成果。调查结果表明，重新投入工作在整个工作日的领导体验和行为中发挥着重要作用。结果还表明，重新融入工作作为一种经验和潜在策略的相关性，可帮助领导者成功地从非工作领域转向工作领域，在整个工作日为他们自己和他们的追随者创造积极的成果。调查结果表明，重新投入工作在整个工作日的领导者体验和行为中发挥着重要作用。结果还表明，重新融入工作作为一种经验和潜在策略的相关性，可帮助领导者成功地从非工作领域转向工作领域，在整个工作日为他们自己和他们的追随者创造积极的成果。