The Influence of Leadership on Employee’s Work-Nonwork Interface and Well-Being: A Review and Intensive Longitudinal Study
[eng] Employee wellbeing (EWB) is a fundamental topic for individuals, organizations, and societies. In fact, given its link to the sustainable development goals of the United Nations and its relevance expressed by current reports published by the European Agency for Occupational Safety and Health a...
| Autor: | |
|---|---|
| Tipo de recurso: | tesis doctoral |
| Estado: | Versión publicada |
| Fecha de publicación: | 2024 |
| País: | España |
| Institución: | Universidad de Barcelona |
| Repositorio: | Dipòsit Digital de la UB |
| OAI Identifier: | oai:diposit.ub.edu:2445/220255 |
| Acceso en línea: | https://hdl.handle.net/2445/220255 http://hdl.handle.net/10803/694183 |
| Access Level: | acceso abierto |
| Palabra clave: | Lideratge Benestar Personal Leadership Well-being Employees |
| Sumario: | [eng] Employee wellbeing (EWB) is a fundamental topic for individuals, organizations, and societies. In fact, given its link to the sustainable development goals of the United Nations and its relevance expressed by current reports published by the European Agency for Occupational Safety and Health and the International Labor Organizations, it represents a societal grand challenge that is worth addressing. Numerous contemporary working environments exhibit a growing trend of blurred lines between work and personal life, leading to spillover effects that significantly impact employees' recovery processes and well-being. Despite the emerging research on the leadership wellbeing relationship, there remains an insufficient consideration of these processes. The vision of this thesis was therefore a future where practitioners and researchers approach the topic of EWB in a more holistic and sustainable way that includes not only work but also such related nonwork processes. In line with this, the general research objective was to investigate the complex relationship between leadership and employees’ work-nonwork interface regarding EWB. To reach this general objective, two specific objectives were established, and two corresponding studies were carried out. Initially, the first study systematically reviewed the existing literature to organize the research landscape and to inform future research, including our second study. As no such review existed, we applied a narrative synthesis of 21 identified studies, following the PRISMA Extension for Scoping Reviews. As longitudinal research was deemed most suitable to adequately address these processes, the review focused on longitudinal studies: 1) long-term study designs, i.e., two or three wave designs, including group randomized field trials, and 2) experience sampling method (ESM) designs such as daily diary studies. Building on previous research and following emerging research calls to view the leadership-EWB relationship from a more holistic perspective, we applied a resource-demands process perspective to review the identified articles. Thereby, we fulfilled the conceptual aim to expand the leadership-EWB relationship by including spillover and recovery processes. The scoping review mapped the used theoretical and methodological approaches and analyzed research gaps. Consequently, theoretical, and methodological suggestions for future research were provided. Results show that more integration of the three related research streams (leadership, work-nonwork interface, EWB research) needs to be done at conceptual level. For example, while work-nonwork research is predominantly approached from a negative conflict-based view, leadership research focused more on positive than on negative leadership. The scoping review also resulted in an expanded model, the leadership-job demands-resources-recovery model. This model specifies two broad categories of the identified investigated mechanisms, namely bolstering/hampering mechanisms, and buffering/strengthening mechanisms. Findings also highlight the importance of personal energy resources, its investment at work and its recovery off-work. In this line, the need emerged to reevaluate performance-driven leadership styles, such as transformational leadership, regarding their potential influence on their followers’ energy system. Based on the insights from the scoping review, and as a second step, an intensive longitudinal study was conducted. The objective of this study was to understand how transformational leadership affects the off-work recovery of daily personal energy resources via work engagement. The study utilized a 10-day design with two daily measurement points, involving 88 employees (n = 488). Drawing on the conservation of resources and broaden-and-build theory, we developed and tested two pathways – a resource-based and a demand-based pathway – that link the relationship between transformational leadership and work engagement to employee off-work recovery. The resource-based pathway operates through the daily building of resources, particularly enhanced role clarity. Transformational leadership positively influences state work engagement, leading to increased daily role clarity. This, in turn, results in positive spillover effects, promoting better recovery, and ultimately contributing to increased overall EWB the following day. In contrast to the resource-based pathway, the demand-based pathway operates through increased challenging demands, specifically heightened workload. Transformational leadership's positive association with state work engagement leads to higher daily workload. Consequently, this generates negative spillover effects, decreasing recovery opportunities, and impairing EWB the next day. Multilevel path analyses of the data revealed the significance of these pathways, shedding light on the complex interplay between transformational leadership and EWB, including recovery processes. To sum up, the two innovative research studies included in the present thesis broadened the leadership-EWB literature by (1) advancing the theoretical, methodological, and practical knowledge of this topic through the scoping, and by (2) providing empirical evidence for the derived theoretical leadership-job-demandsresources- recovery model through the intensive longitudinal study. |
|---|