Got Resources? A Multi-Sample Constructive Replication of Perceived Resource Availability’s Role in Work Passion–Job Outcomes Relationships

McAllister, Charn P.; Harris, John N.; Hochwarter, Wayne A.; Perrewé, Pamela L.; Ferris, Gerald R.

doi:10.1007/s10869-016-9441-1

Cited by 53 publications

(81 citation statements)

References 70 publications

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“…organizational cultures and policies) (Parker, Van Den Broeck, and Holman 2017) and internal factors (e.g. work passion and personal empowerment) (Mcallister et al 2017). We focus on supervisory coaching and performance feedback in particular because, in the context of employee development, they represent vital leadership behaviours that may explain the link between leadership styles and important employee outcomesan under theorized and researched pathway.…”

Section: Introductionmentioning

confidence: 99%

Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention

Lee

Idris

Tuckey

2018

Human Resource Development International

138

111

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Human resource development (HRD) is key to organizational success. With some HRD roles devolving to leaders in recent years, a gap in understanding is now evident in how leaders' leadership styles shape development-oriented behaviours that may effectively assist them in fulfilling their HRD roles, and the corresponding effects that this has on employee work engagement and turnover intention. This study compared the effects of transformational and transactional leadership styles on employee attitudes (i.e. work engagement and turnover intention) through leaders' behaviours (i.e. supervisory coaching and performance feedback). This study used a multilevel approach (i.e. matching leaders to multiple subordinates) with 500 employees, nested in 65 workgroups from private organizations in Malaysia. As hypothesized, we found a link between transformational (but not transactional) leadership and higher levels of supervisory coaching and performance feedback, and that these job resources mediate the relationship between transformational leadership and work engagement. Furthermore, we found that work engagement mediates the relationships of both supervisory coaching and performance feedback to turnover intention. Overall, the study results reveal one way in which Asian leaders can effectively facilitate some aspects of HRD through development-focused behaviours which serve as job resources to boost work engagement and reduce turnover intention.

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Section: Introductionmentioning

confidence: 99%

Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention

Lee

Idris

Tuckey

2018

Human Resource Development International

138

111

View full text Add to dashboard Cite

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“…Third, our results also suggest that scholars may need to take individuals' lay beliefs about work passion pursuit into account when theorizing about or assessing the beneficial effects of passion for work. Consider that to date, the evidence for a relationship between passion and job performance is surprisingly mixed: While some studies have found a significant but weak relationship (e.g., Astakhova & Porter, 2015;Ho et al, 2011;McAllister et al, 2017), other studies have not found a significant relationship (Birkeland & Buch, 2015;Ho, Kong, Lee, Dubreuil, & Forest, 2018;Ho & Pollack, 2014). The current results may provide insight into why the evidence is mixed.…”

Section: Theoretical and Empirical Contributionsmentioning

confidence: 61%

Pursuing Passion through Feelings or Values: How Lay Beliefs Guide the Pursuit of Passion

Jachimowicz¹,

Guenoun²,

To³

et al. 2017

Preprint

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Existing research suggests that attaining passion for work involves engaging in activities that people both “like” and see as “important.” We show that these two components of work passion have opposing effects on whether people report passion gaps, defined as the experience of having less work passion than desired. Through five studies using correlational, field, and experimental designs, we find that people who believe work passion means pursuing what they “like” (i.e., adopting a feelings mindset) experience larger passion gaps, in comparison to people who believe work passion means pursuing what they see as “important” (i.e., a values mindset). Feeling less passion for work than desired holds organizational relevance: people suffering from larger passion gaps are more likely to consider quitting their job. The current research furthers scholars’ understanding of work passion, and suggests practical ways to help individuals attain desired levels of work passion.

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“…Control variables . Gender, age, organizational level, and organizational tenure were included as control variables to account for the possibility that demographically diverse respondents may differ in their work intentions considering previous findings reported these demographic variables to be associated with study independent variables (Holtz & Harold, ) and study dependent variables such as discretionary effort (Zacher, Rosing, Henning, & Frese, ), job performance (Ho et al, ; McAllister et al, ; Ng & Feldman, ), and OCB (McAllister et al, ).…”

Section: Methodsmentioning

confidence: 99%

“…Additionally, such knowledge will assist HRD practitioners to create organizational cultures that hold that effective leadership plays a central role in assisting employees to integrate self and work, which will enable them to flourish. In this way, organizations may reap the positive individual (Forest et al, ; McAllister, Harris, Hochwarter, Perrewe, & Ferris, ) and organizational (Ho et al, ) benefits associated with work passion.…”

Section: Introductionmentioning

confidence: 99%

Leadership behavior: A partial test of the employee work passion model

Egan

Zigarmi²

2019

Human Resource Dev Quarterly

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This study examined empirical associations between employee cognitive perceptions of leader behavior (directive behavior, supportive behavior) and leader values (self‐concern, other orientation), employee positive affect and negative affect, and employee work intentions indicative of (dis)passionate employees. An internet‐based self‐report questionnaire survey was administered to 409 employees within three private sector organizations in Australia. Structural equation modeling indicated that supportive behavior, other‐orientation, and self‐concern had respective indirect effects on work intentions through employee positive affect. Employee positive affect was a stronger predictor of employee work intentions than was employee negative affect. Implications of these findings for theory and practice are discussed.

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Got Resources? A Multi-Sample Constructive Replication of Perceived Resource Availability’s Role in Work Passion–Job Outcomes Relationships

Cited by 53 publications

References 70 publications

Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention

Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention

Pursuing Passion through Feelings or Values: How Lay Beliefs Guide the Pursuit of Passion

Leadership behavior: A partial test of the employee work passion model

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