Leaders’ achievement goals predict employee burnout above and beyond employees’ own achievement goals

Sijbom, Roy B. L.; Lang, Jonas W. B.; Anseel, Frederik

doi:10.1111/jopy.12427

Cited by 17 publications

(19 citation statements)

References 60 publications

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“…Thus, employees engaged in OCB will benefit from the social support and positive relationships within an organization to mitigate their burnout. Recent studies have identified that support of others (i.e., colleagues) in the organization and the effective leadership by supervisors can play a key role in burnout manifestation and its effect on individuals (e.g., turnover intentions) and organizations [126,127]. Therefore, when employees engage in OCB, this is beneficial not only for the organizations, but also for individuals themselves.…”

Section: Practical Implicationsmentioning

confidence: 99%

Sustainable Workplace: The Moderating Role of Office Design on the Relationship between Psychological Empowerment and Organizational Citizenship Behaviour in Uzbekistan

2019

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The physical format of office configuration has advanced to mirror the intricacy of modern work and the transitory nature of contemporary employment. Drawing on the social exchange theory, this study examines the effect of office design and psychological empowerment on the relationship between transformational leadership and employee organizational citizenship behaviour (OCB). A total of 216 subordinates and 49 supervisors completed questionnaire items from ten organizations in Uzbekistan. The survey was conducted in two waves and designed to have multi-source respondents. Confirmatory factor analysis was run to examine the discriminant validity of our measurement model. Ordinary least square regression-based analysis was used to analyze direct and interaction effects, and then it was followed by bootstrapping tests to identify mediation effects. Results reveal that transformational leadership is significantly related to psychological empowerment, and that psychological empowerment mediates the relationship between transformational leadership and OCB. Furthermore, the relationship between psychological empowerment and OCB is stronger in an open-plan office type. This study confirms that transformational leaders are adept at bringing out the best in their followers, influencing their OCB by increasing intrinsic motivation (psychological empowerment). Office type—specifically, open-plan offices—will intensify employee willingness to engage in extra-role behaviour.

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Section: Practical Implicationsmentioning

confidence: 99%

Sustainable Workplace: The Moderating Role of Office Design on the Relationship between Psychological Empowerment and Organizational Citizenship Behaviour in Uzbekistan

2019

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“…Our propositions align with these recent findings on how high LGO employees behave at work, but instead we focus on the consequences of these behaviors during non-work time. In doing so, we extend what is currently understood about LGO because this concept has been treated as uniformly beneficial (for a recent example, see Sijbom, Lang, & Anseel, 2019). Such understanding is valuable because it provides space, and prompts research to examine the true nature and consequences of LGO more critically than has been done so far.…”

Section: Introductionmentioning

confidence: 86%

Panacea or Mixed Blessing? Learning Goal Orientation Reduces Psychological Detachment via Problem‐Solving Rumination

Mehmood

Hamstra

2021

Applied Psychology

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This study seeks to test whether employee learning goal orientation, due to its prompting of work goal‐related thoughts at home (problem‐solving rumination), is associated with lower detachment from work during non‐work time (and higher work creativity). For learning goal‐oriented employees, the goal to achieve work‐related improvements is chronically cognitively accessible. Moreover, highly accessible work goals could become more frequently activated at home when cues about work tasks permeate the boundaries of the home role. Accordingly, we further hypothesized that the link between learning goal orientation and problem‐solving rumination (and indirectly detachment and creativity) is stronger for individuals with weaker “role segmentation.” A time‐lagged study among 300 employees supported our predictions: learning goal orientation, via problem‐solving rumination, predicted psychological detachment (and creativity), and these direct and indirect relationships were stronger when role segmentation was weaker. The results of this study imply that those highly motivated and strongly contributing LGO employees may also be most vulnerable and may benefit from proper boundary management.

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“…Leaders' performance-approach goal (α = 0.93) and leaders' mastery-approach goal (α = 0.79) were measured using the corresponding three-item subscales of the Achievement Goal Questionnaire-Revisited (AGQ-R; Elliot et al, 2011). Items were adapted to fit the work context of the research by changing the domain from a class setting ("In my classes") to a work setting ("In my work"; for similar adaptations see Sijbom et al, 2015b;Sijbom et al, 2019). Participants rated three items for the performance-approach goal construct (e.g., "My aim is to outperform other colleagues in my work") and three items for the mastery-approach goal construct (e.g., "My aim is to perform better in my work than I have done in the past").…”

Section: Methodsmentioning

confidence: 99%

When Are Leaders Receptive to Voiced Creative Ideas? Joint Effects of Leaders’ Achievement Goals and Personal Sense of Power

Sijbom

Parker

2020

Front. Psychol.

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Voiced suggestions for improvement and constructive change (i.e., voiced creative ideas) by employees are important for organizations. In order to reap the benefits of these ideas, leaders need to be receptive. Drawing on achievement goal theory and approach-inhibition theory of power, we examined the joint effects of leader achievement goals and personal sense of power on leader receptivity to voiced creative ideas in two studies. In a field study (Study 1, N = 136), we found that leaders pursuing mastery-approach goals were positively related to leader receptivity. Receptivity for leaders pursuing performance-approach goals was found to be contingent upon their personal sense of power, with a positive (negative) association under conditions of high (low) sense of power. Similarly, in experimental study (Study 2, N = 93), in which we manipulated leader achievement goals, the receptivity of performance-approach goal leaders was contingent upon their sense of power. When sense of personal power was high, performance-approach goal leaders displayed higher levels of receptivity than when their personal sense of power was low. An implication is that personal sense of power may prevent leaders with performance-approach goals from disregarding creative ideas that are put forward by their subordinates. These findings extend insight into how and when leaders are receptive to voiced creative ideas.

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Leaders’ achievement goals predict employee burnout above and beyond employees’ own achievement goals

Cited by 17 publications

References 60 publications

Sustainable Workplace: The Moderating Role of Office Design on the Relationship between Psychological Empowerment and Organizational Citizenship Behaviour in Uzbekistan

Sustainable Workplace: The Moderating Role of Office Design on the Relationship between Psychological Empowerment and Organizational Citizenship Behaviour in Uzbekistan

Panacea or Mixed Blessing? Learning Goal Orientation Reduces Psychological Detachment via Problem‐Solving Rumination

When Are Leaders Receptive to Voiced Creative Ideas? Joint Effects of Leaders’ Achievement Goals and Personal Sense of Power

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