Engaging leadership in the job demands-resources model

By Wilmar B. Schaufeli. 2015

411 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/0b34125ec614e85af6b09b2f719d5ab11910b6fb

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Leadership, job crafting, and employee health and performance (2018, background): “hindering job demands because employee-oriented leaders decrease hindering job demands (Schaufeli, 2015; Tuckey et al., 2012), which reduces employees’ necessity for preventionfocused job crafting.”
Engaging leader – Engaged employees? A cross-lagged study on employee engagement (2019, methodology): “Considering that engaging leadership seems to operate as one overarching (i.e. second-order) concept (see Schaufeli, 2015) with three underlying, closely related dimensions (i.e. inspirational, strengthening and connecting leadership), we hypothesise that relationships evolve from engaging…”
Basic psychological need satisfaction mediates the relationship between engaging leadership and work engagement: A cross‐national study (2019, methodology): “The 12-item Engaging Leadership scale (Schaufeli, 2015) assesses the four core dimensions of engaging leadership, namely strengthening, connecting, empowering, and inspiring with three items each.”
Can job crafting reduce job boredom and increase work engagement? A three-year cross-lagged panel study (2016, positive): “Challenging tasks foster experiences of competence and mastery, which sustain psychological well-being (Sulea, Van Beek, Sarbescu, Virgae, & Schaufeli, 2015; Pekrun, Elliot, & Maier, 2009).”
EMPLOYEE RESILIENCE: DIRECTIONS FOR RESILIENCE DEVELOPMENT (2017, background): “…proactive behaviors, modeling and supporting change adaptability, and fostering a learning stance (Elkington & Booysen, 2015; Jundt et al., 2015; Schaufeli, 2015; Solberg & Wong, 2016; Uhl-Bien & Arena, T hi s do cu m en t is co py ri gh te d by th e A m er ic an Ps yc ho lo gi ca l A ss oc…”
Mind the mindset! The interaction of proactive personality, transformational leadership and growth mindset for engagement at work (2018, background): “In the context of the present study, we argue that “engaging leadership” is of particular interest (Schaufeli, 2015).”
Can Empowering Leaders Affect Subordinates’ Well-Being and Careers Because They Encourage Subordinates’ Job Crafting Behaviors? (2018, background): “Some studies suggest that a leader could play a role in determining the possibilities for subordinates’ job crafting behaviors and increasing their job resources (Schaufeli, 2015; Wrzesniewski & Dutton, 2001).”
Exploring the Job Demands–Resources Model of Work Engagement in Government: Bringing in a Psychological Perspective (2017, methodology): “Finally, work engagement is often analyzed as a mediating variable between the JD-R model and outcomes (Schaufeli, 2015).”
Leadership and work engagement: Exploring explanatory mechanisms (2020, background): “Moreover, positive leadership styles have been shown to enhance employees’ engagement not only directly but also indirectly through increasing job resources and decreasing job demands (Schaufeli, 2015; Schaufeli and Bakker, 2004).”