Abstract
The purpose of this article is to provide a systematic review of leadership and Job Demands-Resources (JD-R) theory. We have analyzed 139 studies that study the relationship between leadership and Job Demands-Resources (JD-R) theory. Based on our analysis, we highlight ways forward. First, research designs can be improved by eliminating endogeneity problems. Regarding leadership concepts, proper measurements should be used. Furthermore, we point toward new theory building by highlighting three main ways in which leadership may affect employees, namely by: (1) directly influencing job demands and resources, (2) influencing the impact of job demands and resources on well-being; and (3) influencing job crafting and self-undermining. We hope this review helps researchers and practitioners analyze how leadership and JD-R theory can be connected, ultimately leading to improved employee well-being and organizational performance.
| Original language | English |
|---|---|
| Article number | 722080 |
| Journal | Frontiers in Psychology |
| Volume | 12 |
| DOIs | |
| Publication status | Published - 30 Sept 2021 |
Bibliographical note
Funding Information:We would like to thank editor Susanne Braun and the reviewers for their constructive suggestions on previous versions of this article. LT acknowledges funding from NWO Grant 016.VIDI.185.017. Furthermore, he acknowledges that this work was supported by the National Research Foundation of Korea Grant, funded by the Korean Government (NRF-2017S1A3A2067636).
Publisher Copyright:
© Copyright © 2021 Tummers and Bakker.