Autonomy supportive and controlling leadership as antecedents of work design and employee well-being

Pallavi Sarmah ^[1] ; Anja Van den Broeck ^[1] ; Bert Schreurs ^[2] ; Karin Proost ^[1] ; Filip Germeys ^[1]
1. [1] KU Leuven
  
  KU Leuven
  
  Arrondissement Leuven, Bélgica
2. [2] Vrije Universiteit Brussels, Brussels, Belgium
Localización: Business Research Quarterly, ISSN 2340-9444, ISSN-e 2340-9436, Vol. 25, Nº. 1 (Special Issue: How to re-enchant workplaces and organizations? The role of organizational,...), 2022, págs. 44-61
Idioma: inglés
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Resumen
- The continuation of work that undermines employee well-being necessitates an investigation into the antecedents of work design. Therefore, we examined how autonomy supportive and controlling leadership—as defined in self-determination theory (SDT)—relate to employees’ job resources, job demands, and well-being. Using a cross-sectional (N=501) and a daily diary study (N=123), we found that autonomy supportive leadership relates to employees’ work engagement via job resources both at the between- and within-person levels. However, only the cross-sectional study evidenced a relationship between autonomy supportive leadership and exhaustion via job resources. Controlling leadership related to exhaustion via job demands at the between-person level in both studies but not at the within-person level. Alongside implications for the literature on SDT, work design theory, the leadership literature, and workplace re-enchantment, we advance concomitant insights to practitioners.