自主性、支持性和控制性领导是工作设计和员工幸福感的前提

IF 3.8 4区 管理学 Q2 BUSINESS
Pallavi Sarmah, A. van den Broeck, B. Schreurs, Karin Proost, F. Germeys
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引用次数: 4

摘要

工作的继续会损害员工的幸福感,因此需要对工作设计的前因进行调查。因此,我们研究了自主支持和控制型领导——如自决理论(SDT)所定义——与员工的工作资源、工作需求和幸福感之间的关系。使用横截面(N = 501)和每日日记研究(N = 123),我们发现,自主支持型领导通过人与人之间和人与人内部的工作资源与员工的工作投入有关。然而,只有横断面研究证明了自主支持型领导与工作资源枯竭之间的关系。在两项研究中,通过人与人之间的工作需求来控制与疲惫有关的领导力,但在人与人内部则没有。除了对SDT、工作设计理论、领导力文献和工作场所魅力的影响外,我们还向从业者提出了相应的见解。JEL分类:I31,J81,M12
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Autonomy supportive and controlling leadership as antecedents of work design and employee well-being
The continuation of work that undermines employee well-being necessitates an investigation into the antecedents of work design. Therefore, we examined how autonomy supportive and controlling leadership—as defined in self-determination theory (SDT)—relate to employees’ job resources, job demands, and well-being. Using a cross-sectional (N = 501) and a daily diary study (N = 123), we found that autonomy supportive leadership relates to employees’ work engagement via job resources both at the between- and within-person levels. However, only the cross-sectional study evidenced a relationship between autonomy supportive leadership and exhaustion via job resources. Controlling leadership related to exhaustion via job demands at the between-person level in both studies but not at the within-person level. Alongside implications for the literature on SDT, work design theory, the leadership literature, and workplace re-enchantment, we advance concomitant insights to practitioners. JEL CLASSIFICATION: I31, J81, M12
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来源期刊
CiteScore
7.50
自引率
6.90%
发文量
14
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