Back to Basics: The Relative Importance of Transformational and Fair Leadership for Employee Work Engagement and Exhaustion

Perko, Kaisa; Kinnunen, Ulla; Tolvanen, Asko; Feldt, Taru

doi:10.16993/sjwop.8

Cited by 15 publications

(18 citation statements)

References 61 publications

(122 reference statements)

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“…This is closely linked to healthpromoting leaders' caring attitude, courage and ability to take responsibility, which are ontologically associated with fair and authentic leadership (e.g. Perko, Kinnunen, Tolvanen, & Feldt, 2016;Wong & Laschinger, 2012). To have courage, middle managers need support and decision latitude from their superiors, enabling them to take responsibility and action.…”

Section: Discussionmentioning

confidence: 99%

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Health‐promoting leadership: An integrative review and future research agenda

Akerjordet

Furunes

Haver

2018

Journal of Advanced Nursing

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Section: Discussionmentioning

confidence: 99%

“…This instrumental approach to human resources management is viewed as a destructive leadership style leading to detrimental costs, which is under-researched in nursing (e.g. Hutchinson & Jackson, 2013;Perko et al, 2016).…”

Section: Discussionmentioning

confidence: 99%

Health‐promoting leadership: An integrative review and future research agenda

Akerjordet

Furunes

Haver

2018

Journal of Advanced Nursing

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“…As a form of leadership practice, leadership fairness may thereby refer to a supervisor distributing work fairly and treating workers fairly and equally ( Dallner et al, 2000 ; Meierhans et al, 2008 ; Finne et al, 2014 ). While related to other forms of leadership such as transformational and ethical leadership, previous research has shown that (un-) fair leadership explain incremental variance in outcomes beyond levels of transformational leadership ( Perko et al, 2016 ).…”

Section: Introductionmentioning

confidence: 99%

Are Leadership Fairness, Psychological Distress, and Role Stressors Interrelated? A Two-Wave Prospective Study of Forward and Reverse Relationships

et al. 2018

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While previous research has mainly considered leadership as an antecedent to psychological distress and role stressors (i.e., role ambiguity and role conflict) among subordinates, a reverse relationship where these variables influence reports of leadership is also possible. To determine the directionality of the associations this two-wave prospective study assesses bidirectional relationships between fair leadership and role stressors and examines whether psychological distress mediates the reciprocal associations between fair leadership and the role stressors. Analyses were conducted in a sample of 6,790 Norwegian employees with a 2-year time-lag between measurement points. Fair leadership was associated with lower stability adjusted role ambiguity, but not role conflict, over time. Role conflict, but not role ambiguity, was related to subsequent reports of the immediate leader as less fair. Psychological distress did neither mediate the relationship between fair leadership and subsequent reports of role stressors, nor the association between role stressors and subsequent reports of fair leadership. The findings suggest that the fair leadership – role stressor association is not a one-directional process, but that exposure to role stressors also influence subordinates’ perceptions of leadership. An implication of the findings is that theoretical models of organizational leadership should include this reverse impact of role stressors. To reduce the effects of role stressors, organizations could set consistent, clear and attractive goals and provide employees with necessary information for conducting their work tasks in order to help workers understand and master their roles at the workplace.

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“…Many factors are believed to affect engagement. Studies have proven that job satisfaction (Kumar et al, 2018), organizational commitment ( Juhdi et al, 2013), leadership roles (Ghadi et al, 2013), compensation satisfaction (Saks, 2006), organizational support (Chass & Balu, 2018), work motivation (Gillet et al, 2013), stress levels (Perko et al, 2016), and perceptions of justice (Saks, 2006) have a positive correlation with employee engagement. This study examines how effective human resources practices (HRP) and work-life balance (WLB) influence employee engagement in private hospitals in East Java.…”

Section: Introductionmentioning

confidence: 99%

Managing Human Resources Management Policies in a Private Hospital and its Impact on Work-Life Balance and Employee Engagement

Luturlean

Witjara

Prasetio

et al. 2020

JDM

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This study examines the role of human resources practice in enhancing work-life balance and engagement. We try to identify how are employees manage their work and life with the help of an organization to achieve stronger engagement. Data obtained by distributing a questionnaire to 200 employees from a private hospital in Banyuwangi. The collection of the questionnaire took 45 days and we have 113 useable responses. The technique used is mediation analysis using bootstrapping analysis. The results showed there is a positive effect of human resource practice on work-life balance. Both variables have a positive effect on employee engagement. Through the mediation analysis, it is known that work-life balance acts as mediation in the relationship between human resource practices and the level of employee involvement. Future studies can expand the participants from other hospitals in Banyuwangi or East Java.

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Back to Basics: The Relative Importance of Transformational and Fair Leadership for Employee Work Engagement and Exhaustion

Cited by 15 publications

References 61 publications

Health‐promoting leadership: An integrative review and future research agenda

Health‐promoting leadership: An integrative review and future research agenda

Are Leadership Fairness, Psychological Distress, and Role Stressors Interrelated? A Two-Wave Prospective Study of Forward and Reverse Relationships

Managing Human Resources Management Policies in a Private Hospital and its Impact on Work-Life Balance and Employee Engagement

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