Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/261916 
Year of Publication: 
2022
Citation: 
[Journal:] BRQ Business Research Quarterly [ISSN:] 2340-9436 [Volume:] 25 [Issue:] 1 [Publisher:] Sage Publishing [Place:] London [Year:] 2022 [Pages:] 44-61
Publisher: 
Sage Publishing, London
Abstract: 
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.
Subjects: 
Autonomy supportive leadership
controlling leadership
employee well-being
job demand resources model
self-determination theory
JEL: 
I31
J81
M12
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by-nc Logo
Document Type: 
Article

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