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Engaging leadership in the job demands-resources model

Wilmar B. Schaufeli (Research Unit Occupational & Organizational Psychology and Professional Learning, Leuven University, Leuven, Belgium AND Department of Psychology, Utrecht University, Utrecht, The Netherlands)

Career Development International

ISSN: 1362-0436

Article publication date: 14 September 2015

8824

Abstract

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.

Keywords

Acknowledgements

This research was funded by the Research Fund KU Leuven.

Citation

Schaufeli, W.B. (2015), "Engaging leadership in the job demands-resources model", Career Development International, Vol. 20 No. 5, pp. 446-463. https://doi.org/10.1108/CDI-02-2015-0025

Publisher

:

Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited

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