Job demands-resources model: transformational leadership and organizational performance

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Job demands and work burnout and job resources and work engagement serially and fully mediate the relationship between transformational leadership and organizational performance. Personal resources negatively and fully mediate the relationship between job resources and work burnout. Personal resources positively and partially mediate the relationship between job resources and work engagement.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2023), "Job demands-resources model: transformational leadership and organizational performance", Human Resource Management International Digest, Vol. 31 No. 3, pp. 16-18. https://doi.org/10.1108/HRMID-02-2023-0020