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dc.contributor.authorHawkes, Amyen_US
dc.contributor.authorBiggs, Amandaen_US
dc.contributor.authorHegerty, Erinen_US
dc.date.accessioned2018-05-03T01:00:24Z
dc.date.available2018-05-03T01:00:24Z
dc.date.issued2017en_US
dc.identifier.issn0022-3980en_US
dc.identifier.doi10.1080/00223980.2017.1372339en_US
dc.identifier.urihttp://hdl.handle.net/10072/373620
dc.description.abstractWhile the relationship between job resources and engagement has been well established, a greater understanding of the upstream factors that shape job resources is required to develop strategies to promote work engagement. The current study addresses this need by exploring transformational leadership as an upstream job resource, and the moderating role of recovery experiences. It was hypothesized that job resources would mediate the relationship between transformational leadership and engagement. Recovery experiences were expected to moderate the relationship between resources and engagement. A sample of 277 employees from a variety of organizations and industries was obtained. Analysis showed direct relationships between: transformational leadership and engagement, and transformational leadership and job resources. Mediation analysis using bootstrapping found a significant indirect path between transformational leadership and engagement via job resources. Recovery experiences did not significantly moderate the relationship between job resources and engagement. To date, the majority of published literature on recovery has focused on job demands; hence the nonsignificant result offers insight of a potentially more complex relationship for recovery with resources and engagement. Overall, the current study extends the JD-R model and provides evidence for broadening the model to include upstream organizational variables such as transformational leadership.en_US
dc.description.peerreviewedYesen_US
dc.languageEnglishen_US
dc.publisherTaylor & Francisen_US
dc.relation.ispartofpagefrom509en_US
dc.relation.ispartofpageto531en_US
dc.relation.ispartofissue6en_US
dc.relation.ispartofjournalJournal of Psychology: Interdisciplinary and Applieden_US
dc.relation.ispartofvolume151en_US
dc.subject.fieldofresearchPsychology not elsewhere classifieden_US
dc.subject.fieldofresearchcode170199en_US
dc.titleWork Engagement: Investigating the Role of Transformational Leadership, Job Resources, and Recoveryen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Health, School of Applied Psychologyen_US
gro.hasfulltextNo Full Text


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