New publication on motivation, leadership, purpose, values and basic psychological needs
Motivation lies at the core of human behavior. It explains why we do what we do. In this article, we seek an explanation for the influence of leadership, purpose, and values on employee engagement through motivation. Engaged employees derive energy from their work, are dedicated, show higher psychological well-being, and perform better. We suspected that […]
New article on engaging leadership
The current study investigates engaging leadership and work engagement among Indonesian employees and the role of diuwongke (Javanese-Indonesian term for employees’ perception of their leaders treating them with dignity and respect at work) plays in this relationship. We also included transformational leadership in order to show the added value of the novel concept of engaging […]
New article on engaging leadership
This paper reviews recent research on engaging leadership that is defined as leadership behaviors that inspires, strengthens, connects, and empowers followers and hence increase their levels of work engagement. Research confirms the prediction from Self-Determination Theory that through these behaviors employees’ basic psychological needs of meaning, growth, relatedness, and autonomy are satisfied, which, in its […]
New article on engaging leadership
Should leaders pay more attention to values? The present study aims to examine and explain the associations of engaging leadership (EL) with employees’ perceptions of the organization’s values, need fulfillment, and employee engagement. EL is a recent leadership concept drawing on self-determination theory, specifically on the fulfillment of the basic psychological needs of autonomy, competence, […]
New overview article on engaging leadership
This paper introduces the notion of engaging leadership and reviews the empirical work done so far. Engaging leadership is defined as leadership behavior that facilitates, strengthens, connects and inspires employees in order to increase their work engagement. It can be measured with a reliable and valid self-report scale. As predicted by Self-Determination Theory, on which […]
New article on organizational change and work engagement
This multi-wave, multi-source study focuses on the benefits of work engagement for employee adaptation to organizational change. The change entailed the implementation of a flexible office design in an engineering firm, which caused radical change for employees. The hypothesized process was that initial employee meaning-making will facilitate work engagement, which, in turn, predicts supervisor-rated adaptive […]
New article on heavy work investment
The academic literature has drawn a clear distinction between a positive form (i.e., work engagement) and a negative form (i.e., workaholism) of heavy work investment (HWI). Nevertheless, the weight of individual and situational factors contributing to their development was not thoroughly explored. This study aims to investigate simultaneously the role of person factors (i.e., obsessive–compulsive […]
New article on engaging leadership
The current study investigates the mediating role of job resources (JRs) (i.e. person-job fit, value congruence, alignment, job control, use of skills, participation in decision-making, coworker support and performance feedback) and basic psychological need satisfaction at work (i.e. autonomy, relatedness, competence and meaningfulness) in the relationship between engaging leadership (EL) (i.e. inspiring, strengthening, empowering and […]