Who takes the lead? A multi-source diary study on leadership, work engagement, and job performance

By Kimberley Breevaart, Arnold B. Bakker, Evangelia Demerouti, Daantje Derks. 2016

265 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/7d6012060d1e9c07f594cef838989c48a834217d

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In Demography

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Main and interactive effects of weekly transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness (2019, background): “Traditionally, leadership researchers have treated followers as passive recipients of leadership, while leadership seems to be an interaction between leaders and followers that deserves further research attention (see, e.g., Breevaart, Bakker, Demerouti, et al., 2014; Breevaart et al., 2016; Hamstra”
Examining Follower Responses to Transformational Leadership from a Dynamic, Person–Environment Fit Perspective (2017, unknown): “…leadersbehavetransformationallyconstitutewhat WeissandCropanzano(1996)referredtoasan “ affective event, ” a significant event at work that evokes emotional reactions (see Breevaart et al., 2016; Johnson et al., 2012; Lanaj et al., 2016; Tims et al., 2011).”
Relational job crafting: Exploring the role of employee motives with a weekly diary study (2018, background): “, 2017) and interactions with others on a weekly basis most accurately (Breevaart et al., 2016), in contexts where working week is from Mondays to Fridays, with the weekends as natural breaks.”
A multilevel study on servant leadership, job boredom and job crafting (2018, background): “Whereas transformational leadership increases employee well-being among individuals who are less likely to take the initiative themselves (Breevaart et al., 2016), we argue that servant leaders increase well-being by encouraging individuals to take initiative and craft their jobs.”
Job Demands–Resources Theory: Taking Stock and Looking Forward (2017, background): “In a series of studies, Breevaart and her colleagues (2014; Breevaart, Bakker, Demerouti, & Derks, 2016) investigated the role of transformational leadership behav-iors—including inspirational motivation, individual consideration, and intellectual stimulation.”
Job Demands–Resources theory and self-regulation: new explanations and remedies for job burnout (2020, background): “Research has provided strong evidence for the contention that transformational leadership has a positive impact on follower work engagement and performance (Breevaart et al., 2016; Wang et al., 2011).”
Transformational leadership, adaptability, and job crafting:the moderating role of organizational identification. (2017, background): “It was found that the effect of transformational leadership was weakened when employees' need for leadership was low (Breevaart, Bakker, Demerouti, & Derks, 2016).”
Employee adaptive performance and job satisfaction during organizational crisis: the role of self-leadership (2018, background): “…2018 Informa UK Limited, trading as Taylor & Francis Group through which individuals build intrinsic motivation to influence positive affect and performance during the pursuit of work-related goals (e.g., Breevaart et al., 2015; Manz, 1986; Stewart, Courtright, & Manz, 2011).”