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https://hdl.handle.net/2445/222743
Title: | How Transformational Leadership Affects the Off-work Recovery of Daily Personal Energy Resources via Work Engagement: Resource and Demand-based Pathways |
Author: | Czakert, Jan Philipp Leiva Ureña, David Berger, Rita, 1959- |
Keywords: | Lideratge Qualitat de vida en el treball Leadership Quality of work life |
Issue Date: | 5-Apr-2024 |
Publisher: | Universidad Complutense de Madrid |
Abstract: | This study focuses on the transformational leadership-work engagement relationship by investigating resource and demand pathways for daily off-work recovery and employee wellbeing (EWB). While previous research highlighted how transformational leadership energizes employees to engage at work, energy is a finite resource requiring daily restoration for EWB. Yet, how the leader’s energizing effect relates to daily employees’ recovery remains unknown. Following job demands-resource-recovery theory, we test two pathways that relate the transformational leadership-work engagement relationship to daily employee recovery: (a) Resource-based via resource-building, (b) demand-based via increased demands. Utilizing a 10-day, two daily measurement (N = 88) study, multilevel path analyses revealed: transformational leadership predicted via work engagement (b = .17, p < .05) role clarity (b = .56, p < .01), then positive (b = .39, p < .01), and negative work-nonwork spillover (b = –.38, p < .01). Positive work-nonwork spillover predicted recovery positively (b = .25, p < .01), negative work-nonwork spillover negatively (b = –.40, p < .01). Recovery predicted EWB for positive (b = .38, p < .01) and for negative (b = –.43, p < .01) affect. Work engagement predicted workload (b = .35, p < .01), further negative (b = .33, p < .01) and positive work-nonwork spillover (b = –.16, p < .01), hampering EWB. As one pathway effect might cancel the other, the main effect of transformational leadership on EWB was not significant in the integrative model (p > .05). Results highlight dark and bright sides of the transformational leadership-work engagement relationship regarding daily recovery. |
Note: | Reproducció del document publicat a: https://doi.org/10.1017/SJP.2024.12 |
It is part of: | The Spanish Journal of Psychology, 2024, vol. 27, e11 |
URI: | https://hdl.handle.net/2445/222743 |
Related resource: | https://doi.org/10.1017/SJP.2024.12 |
ISSN: | 1138-7416 |
Appears in Collections: | Articles publicats en revistes (Psicologia Social i Psicologia Quantitativa) |
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