The effects of servant leadership and despotic leadership on employees’ happiness at work (HAW): the role of job crafting

IF 3.3 Q2 BUSINESS Asia-Pacific Journal of Business Administration Pub Date : 2024-05-02 DOI:10.1108/apjba-07-2023-0344

Zeeshan Hamid

{"title":"The effects of servant leadership and despotic leadership on employees’ happiness at work (HAW): the role of job crafting","authors":"Zeeshan Hamid","doi":"10.1108/apjba-07-2023-0344","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>Drawing on the conservation of resources (COR) theory, this study aims to examine the effects of servant leadership and despotic leadership on employees’ happiness at work (HAW) through job crafting.</p>\n<h3>Design/methodology/approach</h3>\n<p>To test the hypothesized relationships, the data were collected from 309 Pakistani employees. Structural equation modeling was used to analyze the data.</p>\n<h3>Findings</h3>\n<p>The findings showed that servant leadership is an optimal leadership style for creating employees’ HAW. In addition, job crafting was found to mediate the effects of servant leadership on employees’ broad-based positive attitudinal outcome (HAW). Moreover, results showed that despotic leadership negatively influences employees’ HAW through job crafting.</p>\n<h3>Originality/value</h3>\n<p>This study is novel as it investigates how newer forms of positive (servant) and negative (despotic) leadership styles influence employees’ multidimensional attitudinal outcome (HAW) via job crafting. By doing so, this research extends the nomological network of servant leadership, despotic leadership, job crafting and HAW.</p>","PeriodicalId":45401,"journal":{"name":"Asia-Pacific Journal of Business Administration","volume":"81 1","pages":""},"PeriodicalIF":3.3000,"publicationDate":"2024-05-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Asia-Pacific Journal of Business Administration","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/apjba-07-2023-0344","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"BUSINESS","Score":null,"Total":0}

引用次数: 0

Abstract

Purpose

Drawing on the conservation of resources (COR) theory, this study aims to examine the effects of servant leadership and despotic leadership on employees’ happiness at work (HAW) through job crafting.

Design/methodology/approach

To test the hypothesized relationships, the data were collected from 309 Pakistani employees. Structural equation modeling was used to analyze the data.

Findings

The findings showed that servant leadership is an optimal leadership style for creating employees’ HAW. In addition, job crafting was found to mediate the effects of servant leadership on employees’ broad-based positive attitudinal outcome (HAW). Moreover, results showed that despotic leadership negatively influences employees’ HAW through job crafting.

Originality/value

This study is novel as it investigates how newer forms of positive (servant) and negative (despotic) leadership styles influence employees’ multidimensional attitudinal outcome (HAW) via job crafting. By doing so, this research extends the nomological network of servant leadership, despotic leadership, job crafting and HAW.

查看原文

微信好友朋友圈 QQ好友复制链接

本刊更多论文

服务型领导和专制型领导对员工工作幸福感（HAW）的影响：工作制作的作用

目的本研究以资源保护（COR）理论为基础，旨在研究仆人式领导和专制式领导通过工作精心制作对员工工作幸福感（HAW）的影响。研究结果研究结果表明，仆人式领导是创造员工工作幸福感的最佳领导风格。此外，研究还发现，工作精心制作是仆人式领导对员工广泛积极态度结果（HAW）影响的中介。此外，研究结果表明，专制型领导会通过工作设计对员工的 HAW 产生负面影响。原创性/价值这项研究具有新颖性，因为它探讨了较新形式的积极型（仆人型）和消极型（专制型）领导风格如何通过工作设计影响员工的多维态度结果（HAW）。通过这一研究，本研究扩展了仆人式领导、专制式领导、工作设计和HAW的理论网络。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文去求助

来源期刊

Asia-Pacific Journal of Business Administration BUSINESS-

CiteScore

7.20

自引率

13.20%

发文量

期刊介绍： The Asia Pacific Journal of Business Administration (APJBA) publishes original research on: Business Strategy and Policy, Accounting and Board Governance, Marketing and People Management, and Operations and Supply Chain Management. The journal welcomes practical and skill-based submissions in these areas. There is particular interest in submissions regarding: Sustainable Business Practices, Quality Management Practices, Innovation and Creativity in Management, as well as Managing a Learning Organisation. The Asia Pacific region is full of collaborations between government, NGOs and private enterprise. Submissions are welcome which contribute to our understanding of partnerships and the cross-cultural issues. Research methods vary, and the journal is interested in the full diverse of qualitative (case and action research, etc) as well as quantitative survey studies and their recommendations. The APJBA seeks to become a forum for both established scholars and early career researchers in all aspects of management and business in the Asia-Pacific region. Emphasis is on rigour and relevance, on theory and practice, in a globalised scholarly environment.