The DOI matches its Crossref record; 77 of the 77 references it cites were found in a registry or an index.
Empowering leaders optimize working conditions for engagement: A multilevel study.
Abstract
Using a multilevel framework, this study examined the role of empowering leadership at the group level by fire brigade captains in facilitating the individual level motivational processes that underpin work engagement in volunteer firefighters. Anonymous mail surveys were completed by 540 volunteer firefighters from 68 fire brigades and, separately, by 68 brigade captains. As predicted on the basis of the Job Demands-Resources model, increased levels of cognitive demands and cognitive resources partially mediated the relationship between empowering leadership and work engagement. In a three-way Leadership × Demands × Resources interaction, empowering leadership also had the effect of optimizing working conditions for engagement by strengthening the positive effect of a work context in which both cognitive demands and cognitive resources were high. Our findings shed light on a process through which leaders can empower workers and enhance well-being: via their influence on and interaction with the work environment. They also underscore the need to examine work engagement from a multilevel theoretical perspective.
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Self-citationThe Job Demands‐Resources model: state of the art
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Self-citationJob Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign
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Leadership and Performance beyond Expectations
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Self-citationJob demands, job resources, and their relationship with burnout and engagement: a multi‐sample study
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Cited by
Leadership behavior and employee well-being: An integrated review and a future research agenda
Inceoglu, I., Thomas, G., Chu, C., Plans, D., & Gerbasi, A. (2018) · The Leadership Quarterly · doi:10.1016/j.leaqua.2017.12.006 · Cited by 670
Daily transactional and transformational leadership and daily employee engagement
Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (2014) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12041 · Cited by 668
Self-citationServant leadership and engagement in a merge process under high uncertainty
Jorge Correia de Sousa, M., & van Dierendonck, D. (2014) · Journal of Organizational Change Management · doi:10.1108/jocm-07-2013-0133 · Cited by 138
Servant leadership and work-related well-being in a construction company
Coetzer, M. F., Bussin, M. H. R., & Geldenhuys, M. (2017) · SA Journal of Industrial Psychology · doi:10.4102/sajip.v43i0.1478 · Cited by 69
Jada, U. R., & Mukhopadhyay, S. (2019) · Personnel Review · doi:10.1108/pr-11-2017-0365 · Cited by 52
Metadata
- Authors
- Tuckey, M. R., Bakker, A. B., & Dollard, M. F.
- Venue
- Journal of Occupational Health Psychology
- Published
- 2012-01
- Volume
- 17
- Issue
- 1
- Pages
- 15-27
- ISSN
- 1076-8998 (ISSN-L)
- 1939-1307
- OpenAlex
- W2130869055
- Cited by
- 316
- References
- 77
- FWCI
- 18.23
- Type
- journal article
- Language
- en
- Open access
- closed
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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
