How and When Do Leaders Influence Employees' Well-Being? Moderated Mediation Models for Job Demands and Resources.

Berger, Rita; Czakert, Jan Philipp; Leuteritz, Jan-Paul; Leiva, David

Berger, Rita; Czakert, Jan Philipp; Leuteritz, Jan-Paul; Leiva, David.

Afiliación

Berger R; Department of Social Psychology and Quantitative Psychology, Facultat de Psicologia, Universitat de Barcelona, Barcelona, Spain.
Czakert JP; Department of Social Psychology and Quantitative Psychology, Facultat de Psicologia, Universitat de Barcelona, Barcelona, Spain.
Leuteritz JP; Human Factors Engineering, Fraunhofer Institute for Industrial Engineering (IAO), Stuttgart, Germany.
Leiva D; Department of Social Psychology and Quantitative Psychology, Facultat de Psicologia, Universitat de Barcelona, Barcelona, Spain.

Front Psychol ; 10: 2788, 2019.

Article en En | MEDLINE | ID: mdl-31920834

Palabras clave

employee well-being; job autonomy; job demands-resources model; passive-avoidant leadership; role ambiguity; team climate for learning; transformational leadership

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Texto completo: 1 Colección: 01-internacional Base de datos: MEDLINE Tipo de estudio: Prognostic_studies Idioma: En Revista: Front Psychol Año: 2019 Tipo del documento: Article País de afiliación: España Pais de publicación: Suiza

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