Daily transactional and transformational leadership and daily employee engagement

By Kimberley Breevaart, Arnold B. Bakker, Jørn Hetland, Evangelia Demerouti, O. K. Olsen, Roar Espevik. 2014

711 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/5c0a15ccda824899f54bb1c9eaa99a121e7579bb

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In Demography

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Effective Employee Engagement in the Workplace (2017, background): “This aspect challenges management because engagement is a critical element in maintaining the organization’s vitality, survival, and profitability (Albercht, Bakker, Gruman, Macey, & Saks, 2015; Breevaart et al., 2013; Farndale & Murrer, 2015).”
The relative importance of various job resources for work engagement: A concurrent and follow-up dominance analysis (2021, neutral): “Although earlier ignored in studies using JD-R theory, several studies have now indicated a positive relationship between effective leadership (e.g., transformational leadership and servant leadership) and work engagement (e.g., Breevaart et al., 2014; De Clercq et al., 2014; Tims et al., 2011).”
Who takes the lead? A multi-source diary study on leadership, work engagement, and job performance (2016, background): “Only recently, using diary studies, have researchers shown that transformational leadership behaviors fluctuate within shortterm periods (e.g., Breevaart et al., 2014c; Tims et al., 2011).”
Toward a Relational Theory of Employee Engagement: Understanding Authenticity, Transparency, and Employee Behaviors (2020, background): “…psychology research has identified a number of drivers, for example, personal resources (Bakker & Albrecht, 2018) and transformational leadership (Breevaart et al., 2014), and outcomes of employee engagement, such as greater task and contextual performance (Rich et al., 2010), lower intentions…”
Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences (2018, background): “This issue is particularly important in emerging work regarding work-family support and benefits, and it has inspired a very important and rapidly growing line of research (e.g., Butts et al. 2013).”
How work engagement relates to performance and absenteeism: a meta-analysis (2021, background): “engagement by transformational leadership techniques and contingent reward (Breevaart et al., 2014; Zhu et al., 2009).”
Engaging leadership in the job demands-resources model (2015, neutral): “The integration of leadership into the JD-R model So far leadership has been included in the JD-R model as a job resource – if at all (Breevaart et al. , 2014).”
Job Demands–Resources theory and self-regulation: new explanations and remedies for job burnout (2020, background): “This is an ongoing process: employee job strain is dependent on daily job demands and resources (Bakker, 2014), and thus management and leaders should continuously communicate their vision and provide direction and support (Breevaart et al., 2014; Kelemen et al., 2020).”