Work Engagement: Investigating the Role of Transformational Leadership, Job Resources, and Recovery

2021 ◽  
pp. 143-165
Author(s):  
Amy J. Hawkes ◽  
Amanda Biggs ◽  
Erin Hegerty
Keyword(s):  
Transformational Leadership ◽  
Work Engagement ◽  
Job Resources

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.

Test of the job demand resources model in Thailand

2019 ◽  
Vol 22 (1) ◽  
pp. 2-21
Author(s):  
Manjiri Kunte ◽  
Parisa Rungruang
Keyword(s):  
Role Conflict ◽  
Work Engagement ◽  
Self Efficacy ◽  
Job Demands ◽  
Self Report ◽  
Job Resources ◽  
Personal Resources ◽  
Cross Sectional ◽  
Content Type

PurposeThe purpose of this paper is to test the hypothesized relationships between job demands, job resources and personal resources toward work engagement, by utilizing a cross section of Thai employees.Design/methodology/approachIn this study, a group of employees (n=416) responded to a set of self-report surveys on job demands, job resources, personal resources and work engagement.FindingsThe results of the hierarchical regression analysis supported the relationships between job demands (i.e. workload and role conflict), job resources, personal resources (self-efficacy) and work engagement. In addition, the results supported the role of (positive) self-esteem as moderator in the role ambiguity and work engagement relationship, and the role of self-efficacy in buffering the effect of role conflict and workload on work engagement. The final model explained 43 percent of the variance in the dependent variable.Research limitations/implicationsThis study will help managers in understanding employee expectations and providing appropriate feedback. Devising effective jobs, which lead to perceptions of meaningfulness, safety and availability leading to improved engagement.Originality/valueThis is the first study employing the job demands resources model in a cross-sectional study in Thailand.

scholarly journals Role of Leadership in Employees’ Work Engagement: Organizational Identification and Job Autonomy

2015 ◽  
Vol 11 (1) ◽  
pp. 72 ◽  
Author(s):  
Izlem Gozukara ◽  
Omer Faruk Simsek
Keyword(s):  
Transformational Leadership ◽  
Work Engagement ◽  
Organizational Identification ◽  
Structural Equation ◽  
Study Data ◽  
Equation Modeling ◽  
Transformational Leaders ◽  
Job Autonomy ◽  
Follower Commitment

Transformational leadership is a style of leadership that leads to transformation in the opinions and beliefs of followers. The behaviors of transformational leaders result in higher levels of follower commitment and engagement. Work engagement refers to followers’ feelings regarding their work in terms of what their work means to them and to what extent they want to show full concentration. The present study examines the effect of transformational leadership on work engagement by focusing on the mediator roles of job autonomy and organizational identification. The study data was collected using questionnaires from 252 participants working in higher education. The data was analyzed using structural equation modeling. The results supported study hypotheses, demonstrating that transformational leadership had a positive effect on work engagement, and job autonomy and organizational identification fully mediated the relationship between transformational leadership and work engagement. The findings from this research specifically highlight the significant impact of job autonomy and organizational identification on work engagement within the context of leadership.

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