The DOI matches its Crossref record; 10 of the 10 references it cites were found in a registry or an index.
Engaging leadership in the job demands-resources model
Open accessAbstract
Purpose: – The purpose of this paper is to integrate leadership into the job demands-resources (JD-R) model. Based on self-determination theory, it was argued that engaging leaders who inspire, strengthen, and connect their followers would reduce employee’s levels of burnout and increase their levels of work engagement. Design/methodology/approach: – An online survey was conducted among a representative sample of the Dutch workforce (n=1,213) and the research model was tested using structural equation modeling. Findings: – It appeared that leadership only had an indirect effect on burnout and engagement – via job demands and job resources – but not a direct effect. Moreover, leadership also had a direct relationship with organizational outcomes such as employability, performance, and commitment. Research limitations/implications: – The study used a cross-sectional design and all variables were based on self-reports. Hence, results should be replicated in a longitudinal study and using more objective measures (e.g. for work performance). Practical implications: – Since engaged leaders, who inspire, strengthen, and connect their followers, provide a work context in which employees thrive, organizations are well advised to promote engaging leadership. Social implications: – Leadership seems to be a crucial factor which has an indirect impact – via job demands and job resources – on employee well-being. Originality/value: – The study demonstrates that engaging leadership can be integrated into the JD-R framework.
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Cites
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003) · Journal of Applied Psychology · doi:10.1037/0021-9010.88.5.879 · Cited by 82,194
The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior
Deci, E. L., & Ryan, R. M. (2000) · Psychological Inquiry · doi:10.1207/s15327965pli1104_01 · Cited by 34,210
Alternative Ways of Assessing Model Fit
Browne, M. W., & Cudeck, R. (1992) · Sociological Methods & Research · doi:10.1177/0049124192021002005 · Cited by 27,200
The job demands-resources model of burnout.
Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001) · Journal of Applied Psychology · doi:10.1037/0021-9010.86.3.499 · Cited by 13,643
Self-citationThe Job Demands‐Resources model: state of the art
Bakker, A. B., & Demerouti, E. (2007) · Journal of Managerial Psychology · doi:10.1108/02683940710733115 · Cited by 12,996
Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study
Schaufeli, W. B., & Bakker, A. B. (2004) · Journal of Organizational Behavior · doi:10.1002/job.248 · Cited by 9,297
Self-citationDevelopment and validation of the job crafting scale
Tims, M., Bakker, A. B., & Derks, D. (2012) · Journal of Vocational Behavior · doi:10.1016/j.jvb.2011.05.009 · Cited by 2,060
Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011) · Group & Organization Management · doi:10.1177/1059601111401017 · Cited by 1,315 · cited 1×
“Moreover, engaging leaders also strengthen their followers meaning that they foster performance and performance behaviors such as self-development, proactivity, and goal directedness (see the meta-analyses of Wang et al. , 2011, for similar effects of transformational leadership).”
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
Veldhoven, M. V., Jonge, J. D., Broersen, S., Kompier, M., & Meijman, T. (2002) · Work & Stress · doi:10.1080/02678370210166399 · Cited by 246
Cited by
Salvagioni, D. A. J., Melanda, F. N., Mesas, A. E., González, A. D., Gabani, F. L., & Andrade, S. M. D. (2017) · PLOS ONE · doi:10.1371/journal.pone.0185781 · Cited by 1,508
Work Engagement: A meta-Analysis Using the Job Demands-Resources Model
Mazzetti, G., Robledo, E., Vignoli, M., Topa, G., Guglielmi, D., & Schaufeli, W. B. (2023) · Psychological Reports · doi:10.1177/00332941211051988 · Cited by 912
Self-citationBorst, R. T., Kruyen, P. M., & Lako, C. J. (2019) · Review of Public Personnel Administration · doi:10.1177/0734371x17729870 · Cited by 245
The job demands-resources model as a theoretical lens for the bright and dark side of digitization
Scholze, A., & Hecker, A. (2024) · Computers in Human Behavior · doi:10.1016/j.chb.2024.108177 · Cited by 200
Bregenzer, A., & Jimenez, P. (2021) · Journal of Medical Internet Research · doi:10.2196/24906 · Cited by 73
Metadata
- Authors
- Schaufeli, W. B.
- Venue
- Career Development International
- Publisher
- Emerald
- Published
- 2015-09-14
- Volume
- 20
- Issue
- 5
- Pages
- 446-463
- ISSN
- 1362-0436 (ISSN-L)
- 1758-6003
- OpenAlex
- W1844365549
- Cited by
- 470
- References
- 10
- FWCI
- 30.26
- Type
- journal article
- Language
- en
- Open access
- green
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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.
