Leadership and job demands-resources theory: A systematic review

Lars G. Tummers*, Arnold B. Bakker

*Corresponding author for this work

Research output: Contribution to journalReview articlePopular

74 Citations (Scopus)

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 languageEnglish
Article number722080
JournalFrontiers in Psychology
Volume12
DOIs
Publication statusPublished - 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.

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