Leading well is a matter of resources: Leader vigour and peer support augments the relationship between transformational leadership and burnout

Tafvelin, Susanne; Nielsen, Karina; Schwarz, Ulrica von Thiele; Stenling, Andreas

doi:10.1080/02678373.2018.1513961

Cited by 46 publications

(62 citation statements)

References 62 publications

(79 reference statements)

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“…Despite this challenge, cross-sectional studies are frequently used to test mediation (Arnold, 2017). Cross-sectional studies have found inconclusive results as to whether transformational leadership is related to burnout, however, in the present issue, Tafvelin, K. Nielsen, von Thiele Schwarz, and Stenling (2019) studied this relationship over a four-month period and found that over time, transformational leadership was related to higher levels of lower levels of burnout.…”

Section: Leading Well:mentioning

confidence: 78%

“…In the present issue, two studies focus on boundary conditions at the workplace level. Tafvelin et al (2019) found that for leaders who experienced good support from their peers, the negative relationship between transformational leadership and burnout was even stronger. K. found that distributed workers who felt included in their workplace reported stringer relationships between health-and-safety-specific leadership and employee self-rated health, safety compliance and safety proactivity.…”

Section: Leading Well: 11mentioning

confidence: 96%

“…lack of resources (Westman, 2001)? As a first attempt to address these issues Tafvelin et al (2019) found that for vigorous leaders, the negative relationship between transformational leadership and burnout was stronger, possibly because leaders have the energy to engage in these challenging leadership behaviours.…”

Section: Leading Well: 11mentioning

confidence: 99%

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Leading well: Challenges to researching leadership in occupational health psychology – and some ways forward

Nielsen

Taris

2019

Work & Stress

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Studies on the effects of leadership in occupational health psychology build on the assumption that leaders influence their followers' health and well-being. Although this assumption has received support, this introductory paper to a special issue of Work & Stress on leadership argues that a number of questions regarding leadership and follower health and well-being remain unanswered. We identify four issues that we argue warrant further attention. First, what is "good" leadership? Particular leadership types are associated with increases in employee performance, but since this will involve higher effort expenditure, adverse outcomes for employee health are to be expected. Although many types of leadership are associated with favourable outcomes, we still need to identify the leadership characteristics can be identified that account for these positive outcomes. Second, how can good leadership be promoted? There is a need to develop interventions that are effective in promoting desirable leadership styles. Third, what are the intermediate and long-term effects of leadership on follower health? Finally, we need to understand the boundary conditions for good leadership, including the resources available to leaders. Based on these considerations, we conclude that further research is needed to fully understand the effects of leadership on employee health and well-being.

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Section: Leading Well:mentioning

confidence: 78%

Section: Leading Well: 11mentioning

confidence: 96%

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Leading well: Challenges to researching leadership in occupational health psychology – and some ways forward

Nielsen

Taris

2019

Work & Stress

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“…The first basic element of the HERO model is made up of resources and healthy organizational practices. It has three types of resources that interact with each other in a coordinated manner to positively influence work results [32]: organizational, social, and task resources [33].…”

Section: Health From the Organizational Levelmentioning

confidence: 99%

Healt promotion in the work context, beyond a healthy organizational model

2020

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Introduction:This article is a product of the research “Health and Psychosocial Well-Being in Organizations: Effectiveness of positive interventions to improve working life from Positive Psychology” carried out during 2016 and 2018 at Universitat Jaume I in Spain. Problem:The changing conditions of the ecosystems, in which the organizations are immersed, correspond to the growing relationships between the different actors within and outside the organizational context. This constitutes a complex system, difficult to understand in the business context, making it difficult to act upon its structure for the generation of competitive advantages in the market, where the psycho-social construct of healthy organization is established as an emergency. Objective:To offer an alternative solution to the theoretical divergence of building positive organizations. Methodology:Development of a healthy organizational model, cellular type, based on a set of variables in which the GPTW and HERO models coincide, with the implementation of this structure, through a transit methodology that makes the objective of being the best place to work tangible. Conclusion:Establishing a healthy organizational model of cellular structure allows for the perception of the organizational context through traceable and flexible variables that respond to internal and external labor changes. Originality:The advances in relation to the psycho-social construct of the health organizations are limited due to multiple heterogeneous models, however, a homogeneous model is traced for the first time in this work, based on others that have been implemented in different entities. Limitations:Establish an evaluation of the model to accurately adjust the relationship between variables.

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“…Leaders act as role models through idealized influence and charismatic behaviors helps in promoting desired behavioral attitudes among employees (Farahnak et al, 2019). Also, leaders provide an inspirational motivation by framing a clear and attractive vision (Tafvelin et al, 2019). Additional roles include intellectual simulation (Galli, 2019) and individualized consideration (Eisenberg et al, 2019).…”

Section: Leadership Stylementioning

confidence: 99%

The effect of high involvement work systems on organizational performance: The mediating role of knowledge-based capital

Hussein¹,

Çağlar²

2019

10.5267/j.msl

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This study investigate the effects of high involvement human resources on organizational performance. The study is accomplished through hypothesizing the effect of high involvement work systems on performance as the main relationship. This effect is theorized to be mediated through knowledge-based capital. Additionally, leadership style is considered as the potential moderating force in the theorized model. Data is analyzed from 380 collected questionnaires distributed among hotel employees in Jordan using structural equation modelling techniques. The results show that high involvement work systems had a positive effect on performance, social and human capital. Human and social capital mediating role is also observed. Finally, leadership style is emerged as a moderating variable affecting the relationship between high involvement work systems and performance. The findings of this study show the importance of the role played by human and knowledgebased capital in achieving human resources performance goals.

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Leading well is a matter of resources: Leader vigour and peer support augments the relationship between transformational leadership and burnout

Cited by 46 publications

References 62 publications

Leading well: Challenges to researching leadership in occupational health psychology – and some ways forward

Leading well: Challenges to researching leadership in occupational health psychology – and some ways forward

Healt promotion in the work context, beyond a healthy organizational model

The effect of high involvement work systems on organizational performance: The mediating role of knowledge-based capital

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