Engaging leadership in the job demands-resources model

Purpose - The purpose of this paper is to integrate leadership into the job demands-resources (JD-R) model. Based on self-determination theory, it was argued that engaging leaders who inspire, strengthen, and connect their followers would reduce employee's levels of burnout and increase their levels of work engagement. Design/methodology/approach - An online survey was conducted among a representative sample of the Dutch workforce (n = 1,213) and the research model was tested using structural equation modeling. Findings - It appeared that leadership only had an indirect effect on burnout and engagement - via job demands and job resources - but not a direct effect. Moreover, leadership also had a direct relationship with organizational outcomes such as employability, performance, and commitment. Research limitations/implications - The study used a cross-sectional design and all variables were based on self-reports. Hence, results should be replicated in a longitudinal study and using more objective measures (e.g. for work performance). Practical implications - Since engaged leaders, who inspire, strengthen, and connect their followers, provide a work context in which employees thrive, organizations are well advised to promote engaging leadership. Social implications - Leadership seems to be a crucial factor which has an indirect impact - via job demands and job resources -on employee well-being. Originality/value - The study demonstrates that engaging leadership can be integrated into the JD-R framework.