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This paper introduces the notion of engaging leadership and reviews the empirical work done so far. Engaging leadership is defined as leadership behavior that facilitates, strengthens, connects and inspires employees in order to increase their work engagement. It can be measured with a reliable and valid self-report scale. As predicted by Self-Determination Theory, on which the concept of engaging leadership is based, basic need satisfaction mediates the relationship between engaging leadership and work engagement. This is true both for individual employees as well as the team level. In addition, job characteristics (job demands and job resources) seem to play a similar mediating role, just as personal resources. Furthermore, research shows that engaging leadership has a beneficial effect on individual and team performance which illustrates its relevance for organizations. Future research should focus, amongst others, on the opposite of engaging leadership (i.e., disengaging leadership) and interventions to foster engaging leadership. Moreover, alternative affective, cognitive and behavioral pathways should be explored that might play a role in addition to the motivational (through need fulfillment) and material (through job characteristics) pathways that have been investigated so far.
From prevention to amplition: interventions for functioning optimally From prevention to amplition: interventions for functioning optimally E. Ouweneel, W. Schaufeli & P. Le Blanc, Gedrag & Organisatie, volume 22, June 2009, nr. 2, pp. 118-135 The recent rise of positive organisational psychology has laid out the theoretical foundation for research into positive work-related well-being. Now the time has come to translate this theoretical knowledge into practical positive work-related interventions. To that end, we introduce the term amplition in this article, after the Latin word amplio, meaning to enlarge, increase, or magnify. Interventions focused on amplition aim to enhance positive work-related well-being. This kind of interventions have hardly been designed, let alone tested among employees. The main objective of this paper is to demonstrate that the essential ingredients for these interventions are basically at hand. It is suggested to use the existing empirical knowledge on happiness interventions and on validated implementation techniques to compose work-related interventions focused on amplition. We conclude that work-related interventions should not focus exclusively on employees who are stressed or burned-out, but also on employees who are functioning well, but not yet optimally.
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No abstract is provided for this article.