Leadership and Job Demands-Resources Theory: A Systematic Review

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...

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Bibliographic Details
Published in:Frontiers in psychology Vol. 12; p. 722080
Main Authors: Tummers, Lars G., Bakker, Arnold B.
Format: Journal Article
Language:English
Published: Frontiers Media S.A 30.09.2021
Subjects:
job demands
job demands-resources theory
job resources
leadership
Psychology
systematic review
ISSN:1664-1078, 1664-1078
Online Access:Get full text
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Summary: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.
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This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology
Edited by: Susanne Braun, Durham University, United Kingdom
Reviewed by: Neill James Thompson, Northumbria University, United Kingdom; Alejandro Amillano, University of Deusto, Spain
ISSN:1664-1078
1664-1078
DOI:10.3389/fpsyg.2021.722080