Job demands-resources model, transformational leadership and organizational performance: a multilevel study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia A. Katou ◽  
Michael Koupkas ◽  
Eleni Triantafillidou
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Work Engagement ◽  
Job Demands ◽  
Well Being ◽  
Job Resources ◽  
Content Type ◽  
The Relationship ◽  
Work Burnout

PurposeThe purpose of this paper is to integrate an extended by personal resource job demands-resources (JD-R) model in the relationship between transformational leadership and organizational performance. It is argued that the responsive, supportive and developmental leader's style will reduce employees' levels of burnout and increase their levels of work engagement and ultimately will increase organizational performance expressed by productivity, growth and creativity.Design/methodology/approachThe hypotheses were tested among a national sample of 1,011 employees in 107 Greek public and private organizations operating within an environment of economic and financial crises. The operational model was tested using a multilevel structural equation modelling.FindingsIt appeared that job demands and work burnout and job resources and work engagement, serially and fully mediated the relationship between transformational leadership and organizational performance. Further, it is found that personal resources negatively and fully mediate the relationship between job resources and work burnout and positively and partially mediate the relationship between job resources and work engagement.Research limitations/implicationsData were collected using a cross-sectional design, not allowing dynamic causal inferences.Practical implicationsConsidering that the transformational leadership style reduces employees' levels of burnout and increases their levels of work engagement and accordingly improves organizational performance, organizations are well advised to encourage this leadership style.Social implicationsTransformational leadership by balancing job demands and job resources could have a positive impact on employee well-being.Originality/valueThe study, using multilevel testing, demonstrates that the extended JD-R model can be integrated into the transformational leadership– organizational performance relationship.

The resilient effects of transformational leadership on well-being: examining the moderating effects of anxiety during the COVID-19 crisis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kate McCombs ◽  
Ethlyn Williams
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Well Being ◽  
Intellectual Stimulation ◽  
Moderating Effects ◽  
Content Type ◽  
Positive Effects ◽  
Transformational Leadership Style ◽  
The Relationship

PurposeAlthough important for organizational performance, much is still unknown about the relationship between employee well-being and transformational leadership. The authors answer calls to consider the relationship (1) in an extreme context (i.e. coronavirus pandemic), (2) at the dimension level and (3) differences that exist depending on the employee's gender.Design/methodology/approachThe authors employed a two-wave study with data collected from 212 working individuals. Respondents reported their level of COVID-19 anxiety and leadership experiences at time 1 starting at the height of the pandemic and three weeks later reported well-being.FindingsThe authors found COVID-19 anxiety weakened the influence of transformational leadership style on well-being, and this was only the case for females. Further, the authors found that while the moderator of COVID-19 anxiety weakened the influence of core transformational leadership behaviors and intellectual stimulation on well-being, the more individualized and short-term focused transformational behaviors of individualized consideration and performance expectations proved to have resilient effects on well-being with no moderating effects. Looking at gender differences, the authors found that this was only the case for females.Originality/valueThe findings extend research by capturing an external shock concerning the coronavirus pandemic to better understand how transformational leadership style, its dimensions and employee gender, influence well-being. While the authors expected COVID-19 anxiety to weaken the positive effects of transformational leadership style on well-being, paradoxically the authors also expected differential effects when examining individual dimensions.

The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions

2016 ◽  
Vol 37 (8) ◽  
pp. 1083-1099 ◽  
Author(s):  
Ashita Goswami ◽  
Prakash Nair ◽  
Terry Beehr ◽  
Michael Grossenbacher
Keyword(s):  
Transformational Leadership ◽  
Positive Affect ◽  
Leadership Style ◽  
Work Engagement ◽  
Positive Emotions ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Relationship Of ◽  
Affect At Work ◽  
The Relationship

Purpose The purpose of this paper is to examine affective events theory (AET) by testing the mediating effect of employees’ positive affect at work in the relationships of leaders’ use of positive humor with employees’ work engagement, job performance, and organizational citizenship behaviors (OCBs); and the moderating effect of transformational leadership style on the relationship between leaders’ use of positive humor and subordinate’s positive affect at work. Design/methodology/approach Data were obtained from 235 full-time employees working for a large information technology and business consulting corporation. Moderated mediation (Hayes, 2013) was performed to test the proposed model. Findings Leaders’ positive humor was related to creation of subordinates’ positive emotions at work and work engagement. Positive emotions at work did not mediate between leaders’ humor and performance or OCBs. In addition, leaders’ use of transformational leadership style made the relationship between leaders’ positive humor and employees’ positive emotions at work stronger. Research limitations/implications This study provides evidence of the positive relationship of leaders’ positive humor with employees’ positive emotions at work and work engagement. Such knowledge may help to inform the training workshops in humor employed by practitioners and potentially create a more enjoyable and fun workplace, which can lead to greater employee engagement. Originality/value AET helps explain effects of leader humor, but the effects of are complex. Leader’s use of even positive humor is most likely to have favorable effects mainly depending on their leadership style (transformational) and if their humor successfully leads to positive emotions among employees.

An investigation of the relationship between lean and well-being based on the job demands-resources model

2019 ◽  
Vol 39 (12) ◽  
pp. 1295-1322 ◽  
Author(s):  
Andrea Roberto Beraldin ◽  
Pamela Danese ◽  
Pietro Romano
Keyword(s):  
Problem Solving ◽  
Work Engagement ◽  
Structural Equation ◽  
Job Demands ◽  
Well Being ◽  
Conclusive Evidence ◽  
Job Resources ◽  
Content Type ◽  
Positive Effects

Purpose The purpose of this paper is to investigate how just-in-time (JIT)-related job demands, problem-solving job demands and soft lean practices (SLPs) jointly influence employee well-being in terms of work engagement and exhaustion. Design/methodology/approach Based on the job demands-resources model, lean-related job characteristics were classified as resources or demands, and a set of hypotheses was developed to test their effect on work engagement and exhaustion, including the potential interaction between job resources and demands. The hypotheses were tested using moderated hierarchical regression and structural equation modelling, based on data from 138 workers. Findings SLPs act as job resources in a lean company, increasing work engagement and reducing exhaustion. Conversely, JIT-related job demands act as a hindrance, reducing work engagement and increasing exhaustion. However, SLPs can reduce the effect of JIT-related job demands on exhaustion, and JIT-related job demands may enhance the positive effects of SLPs on work engagement. Research limitations/implications The study provides no conclusive evidence on the hypothesized role of problem-solving as a challenge job demand. Practical implications The results can guide practitioners’ understanding of how to implement lean without harm to employee well-being. Originality/value By employing a well-grounded psychological model to test the link between lean and well-being, the study finds quantitative support for: the buffering effect of SLPs on exhaustion caused by JIT-related job demands, and for the role of JIT as a hindrance. These novel findings have no precedent in previous survey-based research. In addition, it reveals the importance of studying SLPs at an individual level, as what matters is the extent to which workers perceive SLPs as useful and supportive.

Authenticity at work – a job-demands resources perspective

2016 ◽  
Vol 31 (2) ◽  
pp. 483-499 ◽  
Author(s):  
U. Baran Metin ◽  
Toon W. Taris ◽  
Maria C. W. Peeters ◽  
Ilona van Beek ◽  
Ralph Van den Bosch
Keyword(s):  
Job Satisfaction ◽  
Work Engagement ◽  
Goodness Of Fit ◽  
Job Demands ◽  
Self Report ◽  
Job Resources ◽  
Content Type ◽  
Occupational Outcomes ◽  
The Relationship

Purpose – Previous research has demonstrated strong relations between work characteristics (e.g. job demands and job resources) and work outcomes such as work performance and work engagement. So far, little attention has been given to the role of authenticity (i.e. employees’ ability to experience their true selves) in these relations. The purpose of this paper is to explore the relationship of state authenticity at work with job demands and resources on the one hand and work engagement, job satisfaction, and subjective performance on the other hand. Design/methodology/approach – In total, 680 Dutch bank employees participated to the study. Structural equation modelling was used to test the goodness-of-fit of the hypothesized model. Bootstrapping (Preacher and Hayes, 2008) was used to examine the meditative effect of state authenticity. Findings – Results showed that job resources were positively associated with authenticity and, in turn, that authenticity was positively related to work engagement, job satisfaction, and performance. Moreover, state authenticity partially mediated the relationship between job resources and three occupational outcomes. Research limitations/implications – Main limitations to this study were the application of self-report questionnaires, utilization of cross-sectional design, and participation of a homogeneous sample. However, significant relationship between workplace characteristics, occupational outcomes, and state authenticity enhances our current understanding of the JD-R Model. Practical implications – Managers might consider enhancing state authenticity of employees by investing in job resources, since high levels of authenticity was found to be strongly linked to positive occupational outcomes. Originality/value – This study is among the first to examine the role of authenticity at workplace and highlights the importance of state authenticity for work-related outcomes.

scholarly journals Exploring the mediating effects between transformational leadership and organizational performance

2018 ◽  
Vol 40 (2) ◽  
pp. 412-432 ◽  
Author(s):  
Lorena Para-González ◽  
Daniel Jiménez-Jiménez ◽  
Angel Rafael Martínez-Lorente
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Transformational Leaders ◽  
Mediating Effects ◽  
Content Type ◽  
Industrial Companies ◽  
Mediating Mechanisms ◽  
And Performance ◽  
The Relationship

Purpose The purpose of this paper is to study the possible mediating mechanisms (human resource management (HRM), learning and innovation) that could exist in the relationship between transformational leadership and organizational performance. This topic has been studied only by a few groups of researchers and these researchers have not analyzed all these concepts jointly. Design/methodology/approach This research explores the relationships using partial least squares with data from 200 Spanish industrial companies. Analyzing the mentioned relationships in the Spanish context has been done by few researchers before. Findings The study reveals that the adoption of transformational leadership styles improves performance when specific systems of HRM practices, learning and innovation are developed in an organization. Originality/value This study, therefore, contributes to the understanding of the link between transformational leaders and performance by proposing a model in which it is evinced that this leadership style produces synergies between HRM, learning and innovation, which in the end, affect performance.

Social support and work engagement in police work

2019 ◽  
Vol 42 (6) ◽  
pp. 1022-1037
Author(s):  
Christine Wolter ◽  
Andreas Santa Maria ◽  
Burkhard Gusy ◽  
Tino Lesener ◽  
Dieter Kleiber ◽  
...  
Keyword(s):  
Social Support ◽  
Work Engagement ◽  
Police Officers ◽  
Self Efficacy ◽  
Job Demands ◽  
Police Work ◽  
Job Resources ◽  
Content Type ◽  
Motivational Process ◽  
The Relationship

Purpose Job resources are positively related to work engagement within the motivational process of the job demands–resources model (JD–R). Little is known about mediating mechanisms within that process. The purpose of this paper is to examine self-efficacy and work–privacy conflict as mediators of the relationship between social support and work engagement in a sample of police officers. Design/methodology/approach In total, 811 German police officers completed a cross-sectional online survey that assessed social support by supervisors and co-workers, work–privacy conflict, self-efficacy and work engagement. Structural equation modeling was conducted. Findings Self-efficacy and work–privacy conflict partially mediated the relationship between social support and work engagement. The direct effect of social support and work engagement was confirmed, too. Practical implications Health promotion approaches in police work should foster social support by supervisors and co-workers. Social support eases challenges of work–life balance and self-efficacy and promotes police officers’ work engagement. Originality/value The findings validate the motivational process of the JD-R model in a sample of police officers. Job resources and personal resources are interrelated in the prediction of work engagement. Moreover, job resources facilitate dealing with specific job demands, which promotes work engagement, too.

scholarly journals How job resources influence employee productivity and technology-enabled performance in financial services: the job demands–resources model perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanna Nuutinen ◽  
Salla Ahola ◽  
Juha Eskelinen ◽  
Markku Kuula
Keyword(s):  
Survey Data ◽  
Emotional Exhaustion ◽  
Work Engagement ◽  
Job Demands ◽  
Well Being ◽  
Job Control ◽  
Job Resources ◽  
Employee Productivity ◽  
Content Type ◽  
One Year

PurposeThis study aims to provide insight into the relationship between job resources (job control and possibilities for development at work) and employee performance, measured as employee productivity and technology-enabled performance, by examining the role of employee well-being (work engagement and emotional exhaustion).Design/methodology/approachThe data comprised two overlapping data sets collected from a large financial institution; Study 1 employed survey data (N = 636), whereas study 2 employed register data on job performance collected over a one-year period combined with survey data (N = 143). The data were analysed through structural equation modelling.FindingsStudy 1 indicated that job resources were positively associated with technology-enabled performance more strongly through work engagement than emotional exhaustion. Study 2 revealed that emotional exhaustion was associated with lower employee productivity, whereas work engagement was not. Furthermore, the results indicated that job control was related to higher productivity through a lower level of emotional exhaustion.Practical implicationsThe study's findings point to the importance of developing interventions that decrease emotional exhaustion.Originality/valueThis is one of the first studies to measure employee productivity longitudinally as a ratio of inputs (working time) to outputs (relevant job outcomes) over one year. This study contributes to the job demands–resources model (JD-R) literature by showing the importance of job control in fostering both employee productivity and more positive perceptions of technology.

Gender discrimination and job characteristics

2016 ◽  
Vol 21 (3) ◽  
pp. 230-245 ◽  
Author(s):  
Lonneke Dubbelt ◽  
Sonja Rispens ◽  
Evangelia Demerouti
Keyword(s):  
Gender Discrimination ◽  
Job Demands ◽  
Well Being ◽  
Job Characteristics ◽  
Job Resources ◽  
Cross Sectional ◽  
Content Type ◽  
Negatively Associated ◽  
Male Dominated ◽  
The Relationship

Purpose – The purpose of this paper is to examine the relationship between gender discrimination and the perceived job demands and job resources of women and men. This is important because it may provide insight into what factors contribute to women’s disadvantaged position at work. Design/methodology/approach – Two cross-sectional studies were conducted, Study 1 in a male-dominated organization and Study 2 in a gender-balanced organization. Findings – The results showed that in both organizations, gender discrimination was positively associated with women’s job demands and negatively associated with their job resources. Additionally, in the male-dominated organization the perceived gender discrimination was also negatively associated with men’s job resources. Overall, the results were more consistent across the two organizations for women’s job resources. Originality/value – This paper links gender literature with the job demands-resources model to translate gender discrimination into quantifiable job characteristics and may provide alternative explanations for previous found gender differences in well-being and career success.

Engaging leadership in the job demands-resources model

2015 ◽  
Vol 20 (5) ◽  
pp. 446-463 ◽  
Author(s):  
Wilmar B. Schaufeli
Keyword(s):  
Structural Equation ◽  
Work Performance ◽  
Online Survey ◽  
Job Demands ◽  
Well Being ◽  
Organizational Outcomes ◽  
Job Resources ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Content Type

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.

Impact of perceived organizational support and green transformational leadership on sustainable organizational performance: a SEM approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manita Kusi ◽  
Fuqiang Zhao ◽  
Dinesh Sukamani
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Current Knowledge ◽  
Future Research ◽  
Content Type ◽  
The Relationship ◽  
Staff Level

PurposeThe study aims to scrutinize the concomitant associations between corporate social responsibility (CSR), perceived organizational support (POS), green transformational leadership (GTL) and organizational performance (OP). This paper aims to explore the role of intervening variable to measure the strength on the relationship between CSR and OP.Design/methodology/approachThis research administered a survey through self-administered questionnaire among the staff-level employees of construction companies of Nepal. Fully filled 305 responses from the participants were analyzed using a structural equation model. The study used self-structured questionnaire as research tool and face-to-face meetings as data collection technique.FindingsThe research indicates that POS showed competitive partial mediation relation between CSR and OP. Besides, a novel exploration of the moderation effect of GTL displays a supportive role in harmonizing the CSR with organizational support to achieve better OP. This study enriches empirical evidence to understand the linkage between CSR and POS in staff-level employees in the construction area. Moreover, the research shed a light on GTL 's moderating influence on the mediated model of CSR, POS and OP.Research limitations/implicationsAlthough the results of the study add to the current knowledge base, several limitations highlight avenues for future research. Future studies can explore the relationship in other study areas with added evidence on a similar result with different analysis patterns and study sample. The research model studied in the context of Nepal creating evidence as a representation for the developing countries.Originality/valueThe intervening role of POS and GTL gives new insight for the research-based organization based social behavior and performance

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