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Existing studies showed that the use of self-leadership and the application of super-leadership moderated the negative effects of a highly centralized organizational structure on employees’ enjoyment of work , found that supervisors’ super-leadership might compensate for the negative effects of a centralized organizational structure on the work enjoyment of subordinates. However, in highly decentralized organizations, the positive effects of coaching and communicative support tended to reverse. In other words, coaching and communicative support does serve employees in highly centralized organizations but may impair them in highly decentralized settings. Thus, to optimize super-leadership, one needs to combine skill training and organizational development.
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