The social psychology of work engagement: state of the field

Purpose Research on work engagement is flourishing and shows important links between work engagement and career success. However, a systematic account of the social-psychological origins of engagement is largely lacking. In the paper, the author develops a theoretical model and discusses how employees actively influence and are influenced by employees' leader's, colleagues' and partner's work engagement. Design/methodology/approach The author integrates literatures on emotional contagion, team work engagement, leadership, proactive work behavior and work-to-family spillover. This results in a model of the social-psychological processes involved in work engagement. Findings Work engagement is the result of various social-psychological processes. First, work engagement is contagious - colleagues, leaders and the intimate partner can be important causes of engagement. Second, work engagement emerges at the team-level when team members collectively experience high levels of vigor, dedication and absorption. Team members of engaged teams synchronize their activities well and perform better. Third, leaders may influence employee work engagement through fast (unconscious) and slow (conscious) influence processes. Fourth, employees may use social forms of proactive behavior to stay engaged in their work, including job crafting and playful work design. Finally, work engagement may spill over and enrich the family domain. The social-psychological model of work engagement shows how leaders, followers and family members provide, craft and receive (i.e. exchange) resources and facilitate each other's work and family engagement. Practical implications Organizations may increase work engagement by using social-psychological interventions, including training sessions that foster fast and slow leadership, team-boosting behaviors and (team-level) job crafting and playful work design. Originality/value Whereas most previous studies have focused on job demands and resources as possible causes of work engagement, the present article outlines the state of the field regarding the social-psychological processes involved in engagement.

Automated summary

Research on work engagement is thriving, with important links between work engagement and career success. However, there is a lack of systematic research on the social-psychological origins of engagement. In this paper, the author develops a theoretical model and discusses how employees are influenced by and influence their leaders, colleagues, and partners in terms of work engagement. The findings highlight the importance of social-psychological processes in work engagement, including contagion, team dynamics, leadership influence, and proactive behavior. This model provides valuable insights for organizations to increase work engagement through social-psychological interventions.