Abstract
The purpose of this article is to provide a systematic review of leadership and Job Demands-Resources (JD-R) theory. We have analyzed 139 studies that study the relationship between leadership and Job Demands-Resources (JD-R) theory. Based on our analysis, we highlight ways forward. First, research designs can be improved by eliminating endogeneity problems. Regarding leadership concepts, proper measurements should be used. Furthermore, we point toward new theory building by highlighting three main ways in which leadership may affect employees, namely by: (1) directly influencing job demands and resources, (2) influencing the impact of job demands and resources on well-being; and (3) influencing job crafting and self-undermining. We hope this review helps researchers and practitioners analyze how leadership and JD-R theory can be connected, ultimately leading to improved employee well-being and organizational performance.
Highlights
“Inspirational leadership as a work resource might lead to positive attitudes, such as happiness at work.” Salas-Vallina and Fernandez (2017, p. 628) “[I]n line with a job demands-resources perspective [. . . ], destructive forms of leadership [. . . ] may be perceived as demands or stressors that increase the propensity to drink among subordinates.” Nielsen et al (2018, p. 575) “Transformational leadership behaviors could play a more distal role than work organization factors by acting simultaneously on perceived job resources and job demands.” Fernet et al (2015, p. 27)
Before discussing the review’s substantive results—such as the leadership concepts used and how scholars have connected leadership to Job Demands-Resources (JD-R) theory—we look at the methods and designs (RQ1)
This multitude of potential connections shows the heuristic nature of the JD-R theory. It makes it hard to develop cumulative knowledge. We have structured this in three primary connections: (1) leadership can directly impact job demands, job resources, and personal resources, (2) leadership can moderate the link between job/personal resources and motivation as well as the link between job demands and strain, and (3) leadership can directly impact follower job crafting and self-undermining
Summary
“Inspirational leadership as a work resource might lead to positive attitudes, such as happiness at work.” Salas-Vallina and Fernandez (2017, p. 628) “[I]n line with a job demands-resources perspective [. . . ], destructive forms of leadership [. . . ] may be perceived as demands or stressors that increase the propensity to drink among subordinates.” Nielsen et al (2018, p. 575) “Transformational leadership behaviors could play a more distal role than work organization factors by acting simultaneously on perceived job resources and job demands.” Fernet et al (2015, p. 27). The three quotes show that leadership is essential for employee well-being and performance (see Antonakis and Day, 2017) They show that scholars link leadership to Job DemandsResources (JD-R) theory. The Job Demands-Resources (JD-R) theory is often used to analyze how the work environment affects well-being and performance (Bakker and Demerouti, 2017). We need a thorough understanding of how leadership and JD-R theory can be connected This can be done via a structured overview of the literature. Leadership and Job Demands-Resources Theory a systematic literature review. We aim to answer the following three research questions:
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