a Griffith University.
J Psychol. 2017 Aug 18;151(6):509-531. doi: 10.1080/00223980.2017.1372339.
While the relationship between job resources and engagement has been well established, a greater understanding of the upstream factors that shape job resources is required to develop strategies to promote work engagement. The current study addresses this need by exploring transformational leadership as an upstream job resource, and the moderating role of recovery experiences. It was hypothesized that job resources would mediate the relationship between transformational leadership and engagement. Recovery experiences were expected to moderate the relationship between resources and engagement. A sample of 277 employees from a variety of organizations and industries was obtained. Analysis showed direct relationships between: transformational leadership and engagement, and transformational leadership and job resources. Mediation analysis using bootstrapping found a significant indirect path between transformational leadership and engagement via job resources. Recovery experiences did not significantly moderate the relationship between job resources and engagement. To date, the majority of published literature on recovery has focused on job demands; hence the nonsignificant result offers insight of a potentially more complex relationship for recovery with resources and engagement. Overall, the current study extends the JD-R model and provides evidence for broadening the model to include upstream organizational variables such as transformational leadership.
虽然工作资源与投入之间的关系已经得到充分证实，但为了制定促进工作投入的策略，需要更深入地了解塑造工作资源的上游因素。本研究通过探索变革型领导作为上游工作资源，并探讨恢复体验的调节作用，满足了这一需求。研究假设工作资源将在变革型领导与投入之间的关系中起中介作用，恢复体验将调节资源与投入之间的关系。从各种组织和行业中获得了 277 名员工的样本。分析表明，变革型领导与投入以及变革型领导与工作资源之间存在直接关系。使用自举法进行的中介分析发现，变革型领导与投入之间存在通过工作资源的显著间接路径。恢复体验并没有显著调节资源与投入之间的关系。迄今为止，关于恢复的已发表文献大多集中在工作需求上；因此，恢复与资源和投入之间的关系可能更为复杂，这一非显著结果提供了深入了解。总的来说，本研究扩展了 JD-R 模型，并为将模型扩展到包括变革型领导等上游组织变量提供了证据。
