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 meta-analysis on leadership and work engagement
This study aims to review and quantify the value of several well-established positive leadership styles for employee work engagement in organizations. We perform both a quantitative and qualitative review (k = 86). Our (moderated) meta-analysis indicates that transformational, authentic, empowering, ethical, and servant leadership all share overlap in confidence and credibility intervals, resulting in a […]
New theoretical article on leadership and engagement
Construct proliferation in the leadership field raises questions concerning parsimony and whether we should focus on joint mechanisms of leadership styles, rather than the differences between them. In this theoretical research article, we propose that positive leadership styles translate into similar leader behaviors on the work floor that influence employee work engagement through a number […]
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 […]
New publication on burnout and engagement among dental hygienists
This paper investigates the prevalence of burnout and work engagement among Dutch young and more experienced dental hygienists and the work experience of young professional dental hygienists. In Study I, 400 participants completed the Dutch version of the Maslach Burnout Inventory online, whereas in Study II, the Utrecht Work Engagement Scale (UWES) was distributed via […]
New publication on work engagement and corporate purpose
It is generally assumed that a corporate purpose aiming to benefit all stakeholders has a positive effect on employee motivation and engagement, but so far no empirical evidence is lacking. To examine this assumption, a corporate mission and vision matching the definition of a higher purpose were tested in two subsequent studies. The first study […]