Fostering task and adaptive performance through employee well-being: The role of servant leadership

IF 3.8 4区 管理学 Q2 BUSINESS Brq-Business Research Quarterly Pub Date : 2020-12-28 DOI:10.1177/2340944420981599
Janne Kaltiainen, J. Hakanen
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引用次数: 28

Abstract

In this study, we provide insights on how servant leadership may promote employee performance. We investigate whether the associations between increases in servant leadership and employees’ task and adaptive performance are mediated by changes in the two antipodes of employee well-being: work engagement and burnout. We utilized a two-wave survey data (N = 2453) collected from 34 organizations and latent change score modeling as an analytical approach to examine associations among within-person changes. Our findings showed that increased perceptions of servant leadership were associated with increases in work engagement and decreases in burnout. Increases in work engagement were associated with increases in task performance and four subfacets of adaptive performance (i.e., stress management, reactivity, creativity, and interpersonal adaptivity). Decreases in burnout were associated with increases in task performance. Our findings suggest that improved servant leadership practices may foster employees’ task and adaptive performance especially through the promotion of work engagement. JEL CLASSIFICATION: L200 Firm Objectives, Organization, Behavior: General
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通过员工幸福感培养任务和适应性表现:仆人领导的作用
在本研究中,我们提供了仆人式领导如何促进员工绩效的见解。我们研究了服务型领导与员工任务和适应性绩效之间的关系是否通过员工幸福感的两个对极:工作投入和倦怠的变化来调节。我们利用从34个组织收集的两波调查数据(N = 2453)和潜在变化评分模型作为分析方法来检查个人内部变化之间的关联。我们的研究结果表明,仆人式领导的认知增加与工作投入的增加和倦怠的减少有关。工作投入的增加与任务绩效和适应性绩效的四个子方面(即压力管理、反应性、创造力和人际适应性)的提高有关。工作倦怠的减少与工作表现的提高有关。我们的研究结果表明,改进的仆人式领导实践可以促进员工的任务和适应性绩效,特别是通过促进工作投入。JEL分类:L200企业目标、组织、行为:一般
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来源期刊
CiteScore
7.50
自引率
6.90%
发文量
14
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