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Transformational leadership and proactive work behaviour : A moderated mediation model including work engagement and job strain
Schmitt, Antje; Den Hartog, Deanne N.; Belschak, Frank D. (2016): Transformational leadership and proactive work behaviour : A moderated mediation model including work engagement and job strain, in: Journal of Occupational and Organizational Psychology, Hoboken, NJ [u.a.]: Wiley, Jg. 89, Nr. 3, S. 588–610, doi: 10.1111/joop.12143.
Faculty/Chair:
Author:
Title of the Journal:
Journal of Occupational and Organizational Psychology
ISSN:
2044-8325
Corporate Body:
British Psychological Society
Publisher Information:
Year of publication:
2016
Volume:
89
Issue:
3
Pages:
Language:
English
DOI:
Abstract:
This study explores the role of work engagement as an affective
– motivational mechanism through which transformational leadership may relate to proactive behaviour. In line with a resource-based approach (Hobfoll, 1989), we hypothesize that employees only invest resources provided through work engagement into proactivity when job strain is low.
Under conditions of high job strain, work engagement is less likely to translate into proactive behaviours. In contrast, for core task-related job performance, we expect work engagement to be positively related to core job performance regardless of job strain. The hypotheses were tested in a multisource field study among 148 employee – colleague dyads. Focal employees self-rated their work engagement, job strain, and their supervisor’s transformational leadership. Employee proactivity (personal initiative and voice behaviour) and core job performance were rated by colleagues. The findings support the moderated mediation model. Transformational leadership related positively to work engagement and in turn to proactivity in terms of both personal initiative and voice. Low job strain formed a necessary precondition for work engagement to translate into higher proactivity, whereas the relationship between work engagement and core job performance was independent from job strain.
– motivational mechanism through which transformational leadership may relate to proactive behaviour. In line with a resource-based approach (Hobfoll, 1989), we hypothesize that employees only invest resources provided through work engagement into proactivity when job strain is low.
Under conditions of high job strain, work engagement is less likely to translate into proactive behaviours. In contrast, for core task-related job performance, we expect work engagement to be positively related to core job performance regardless of job strain. The hypotheses were tested in a multisource field study among 148 employee – colleague dyads. Focal employees self-rated their work engagement, job strain, and their supervisor’s transformational leadership. Employee proactivity (personal initiative and voice behaviour) and core job performance were rated by colleagues. The findings support the moderated mediation model. Transformational leadership related positively to work engagement and in turn to proactivity in terms of both personal initiative and voice. Low job strain formed a necessary precondition for work engagement to translate into higher proactivity, whereas the relationship between work engagement and core job performance was independent from job strain.
Peer Reviewed:
Yes:
International Distribution:
Yes:
Type:
Article
Activation date:
December 21, 2016
Permalink
https://fis.uni-bamberg.de/handle/uniba/41493