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Based on transactional stress theory and theoretical propositions regarding affective perceptions and reactions, we develop and test a model of reciprocal within-person relations between perceptions of directive and empowering leadership and employee emotional engagement and fatigue. A sample of n = 1,610 employees participated in a study with a three-wave, fully crossed and lagged panel design across 6 months. We used a random intercepts cross-lagged panel model to separate within- from between-person sources of variance in leadership perceptions and employee well-being. Consistent with previous research, at the between-person level of analysis, we found that directive leadership was positively related to both engagement and fatigue, whereas empowering leadership was positively related to engagement and negatively related to fatigue. Interestingly, at the within-person level, we found that some of these relations occur reciprocally, in that directive leadership predicts engagement and, simultaneously, engagement positively predicts perceptions of both directive and empowering leadership. These findings challenge existing assumptions about the directionality of the association between perceived leadership and employee well-being and contribute to an enhanced understanding of the role of employee well-being for the development of leadership perceptions overtime. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

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All job demands are exhausting, but hindrance job demands are particularly stressful since they also impede personal growth and goal attainment. In the present study, we use the dual perspective model to distinguish between agency hindrance job demands (i.e., task-related stressors that cost energy and offer few opportunities for mastery and competence) and communion hindrance job demands (i.e., social stressors that cost energy and limit the probability of experiencing close relationships). We hypothesize that daily agency hindrance job demands and daily communion hindrance job demands have unique indirect and negative associations with daily job performance (i.e., in-role and extra-role performance behaviors) through daily work engagement. In addition, we used theories about proactivity and play to hypothesize that the association of both types of hindrance job demands with work engagement will be moderated by playful work design-the process of proactively creating conditions during work activities that foster competition or fun. Employees from various occupational backgrounds filled out an online questionnaire at the end of each workday (N = 202 × 5.61 days = 1,133 observations). The results of structural equation modeling analyses supported our mediation hypotheses. In addition, as predicted, the negative association between agency hindrance job demands and work engagement was buffered on days when employees designed competition, whereas the negative relation between communion hindrance job demands and work engagement was buffered on days when employees designed fun. We discuss the theoretical and practical implications of these findings. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

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This article introduces the concept of playful work design-the process through which employees proactively create conditions within work activities that foster enjoyment and challenge without changing the design of the job itself. First, we review play theory and the motives people may have to play during work. In addition, we use the literature on proactive work behavior to argue that individuals can take personal initiative to increase person-job fit. Combining these literatures, we provide a theoretical framework for playful work design. We discuss the development and validation of an instrument to assess playful work design, and review recent studies to elucidate the psychological effects of playful work design and its possible outcomes. Finally, we briefly discuss practical implications.

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This article introduces the concept of playful work design-the process through which employees proactively create conditions within work activities that foster enjoyment and challenge without changing the design of the job itself. First, we review play theory and the motives people may have to play during work. In addition, we use the literature on proactive work behavior to argue that individuals can take personal initiative to increase person-job fit. Combining these literatures, we provide a theoretical framework for playful work design. We discuss the development and validation of an instrument to assess playful work design, and review recent studies to elucidate the psychological effects of playful work design and its possible outcomes. Finally, we briefly discuss practical implications

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Using job demands-resources (JD-R) theory, the present study integrates the challenge stressor-hindrance stressor framework and leadership theory to investigate the relationship between daily transformational leadership behavior and employee work engagement. We hypothesized that daily transformational leadership behavior (a) sustains employee work engagement on days characterized by high challenge job demands, and (b) protects work engagement on days characterized by high hindrance job demands. Teachers filled out a short online questionnaire at the end of each workday during a 2-week period (N = 271 × 5.68 days = 1539). Results of latent moderated structural equation modeling showed that teachers' daily challenge demands (workload and cognitive demands) had a positive relationship with work engagement on the days transformational leadership was high (vs. low). In addition, teachers' daily hindrance demands (role-conflict, but not family to work conflict) had a negative relationship with work engagement on the days transformational leadership was low (vs. high). These findings show that the function of transformational leadership behavior changes from day to day, and depends on the type of job demand. We discuss the practical and theoretical implications of these findings. (PsycINFO Database Record

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This study examines the process by which child behavioral problems are related to parents' well-being. We developed a family-work spillover model that was tested among 225 working parents. It was hypothesized that family-self conflict (FSC) mediates the relationship between child behavioral problems and parental strain, and that family-work conflict (FWC) mediates the relationship between parental strain and work engagement. Further, it was hypothesized that social support moderates the relationship between child behavioral problems and FSC. The results of (moderated) structural equation modeling supported the mediating role of FSC and FWC and the moderating role of social support. These findings suggest that the negative effects of raising a child with behavioral problems on parental well-being can be buffered by social support.

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