The Effects of Leadership and Job Autonomy on Vitality: Survey and Experimental Evidence

Vitality refers to the experience of having energy available to one’s self. Vital employees are full of positive energy when they work, and feel mentally and physically strong. Such employees often show higher job performance and lower stress than their less vital colleagues. Despite the importance...

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Veröffentlicht in:Review of public personnel administration Jg. 38; H. 3; S. 355 - 377
Hauptverfasser: Tummers, Lars, Steijn, Bram, Nevicka, Barbara, Heerema, Madelon
Format: Journal Article
Sprache:Englisch
Veröffentlicht: Los Angeles, CA SAGE Publications 01.09.2018
SAGE PUBLICATIONS, INC
Schlagworte:
Autonomy
Communication
Employees
Energy
Job autonomy
Job characteristics
Job performance
Leadership
Occupational stress
Polls & surveys
Positive psychology
Psychology
Public administration
Work
autonomy
positive psychology
public management
experiment
psychology
multi-method
vitality
leadership
ISSN:0734-371X, 1552-759X, 1552-759X
Online-Zugang:Volltext
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Zusammenfassung:Vitality refers to the experience of having energy available to one’s self. Vital employees are full of positive energy when they work, and feel mentally and physically strong. Such employees often show higher job performance and lower stress than their less vital colleagues. Despite the importance of vitality, few public administration studies have studied vitality. More generally, by focusing on vitality, we aim to bring a “positive psychology” perspective into the domain of public administration. We analyze whether two important job characteristics (leader’s task communication and job autonomy) affect vitality. We use a multi-method design. A large-scale survey (N = 1,502) shows that leader’s task communication and job autonomy are positively related to vitality. A lab experiment (N = 102) replicated these findings, showing cause-and-effect relationships. In conclusion, public organizations can potentially increase employee vitality (a) by increased task communication from leaders and (b) by providing employees with greater job autonomy.
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ISSN:0734-371X
1552-759X
1552-759X
DOI:10.1177/0734371X16671980