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Article
Publication date: 10 January 2018

Lotta K. Harju, Wilmar B. Schaufeli and Jari J. Hakanen

The purpose of this paper is to examine cross-level effects of team-level servant leadership on job boredom and the mediating role of job crafting. Cross-level moderating…

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Abstract

Purpose

The purpose of this paper is to examine cross-level effects of team-level servant leadership on job boredom and the mediating role of job crafting. Cross-level moderating effects of team-level servant leadership were also investigated.

Design/methodology/approach

This longitudinal study employed a multilevel design in a sample of 237 employees, clustered into 47 teams. Servant leadership was aggregated to the team-level to examine the effects of shared perceptions of leadership at T1 on individual-level outcome, namely job boredom, at T2. In addition, mediation analysis was used to test whether team-level servant leadership at T1 can protect followers from job boredom at T2 by fostering job crafting at T2. Cross-level moderating effects of team-level servant leadership at T1 on the relation between job crafting at T2 and job boredom at T2 were also modeled.

Findings

Job crafting at T2 mediated the cross-level effect of team-level servant leadership at T1 on job boredom at T2.

Research limitations/implications

The findings suggest that team-level servant leadership predicts less job boredom by boosting job crafting.

Originality/value

This study is the first to assess the effects of servant leadership on job boredom and the mediating role of job crafting. This paper examines job boredom in a multilevel design, thus extending knowledge on its contextual components.

Details

Journal of Managerial Psychology, vol. 33 no. 1
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 7 March 2016

Lotta K. Harju and Jari J. Hakanen

Job boredom is an amotivational state at work, where employees lack interest in their work activities and have difficulties concentrating on them. Although recent research…

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2092

Abstract

Purpose

Job boredom is an amotivational state at work, where employees lack interest in their work activities and have difficulties concentrating on them. Although recent research suggests that job boredom may concern a wide range of industries, studies investigating the experience and its emergence in white-collar work are scarce. Thereby the purpose of this paper is to contextualize job boredom by exploring the experience and its preconditions in white-collar work.

Design/methodology/approach

This inductive, exploratory study employed data from 13 focus group interviews (n=72) in four organizations to investigate the emergence and experience of job boredom.

Findings

Three types of job boredom was found. Each type involved distinct temporal experiences: inertia, acceleration and disrupted rhythm at work. The findings suggest that different types of job boredom involve specific conditions that hamper the activation of individual capabilities and disrupt temporal experience accordingly.

Research limitations/implications

Extending the conceptualization of job boredom may enable better understanding of the variety of consequences often associated with the phenomenon.

Practical implications

It is also important for organizations to recognize that there are different types and various preconditions of job boredom in white-collar work, as it may have a negative impact on employee well-being and performance.

Originality/value

The results indicate that job boredom is a more nuanced phenomenon than earlier believed. By identifying job boredom in white-collar work as an experience with various forms and respective preconditions, this study expands the understanding of the phenomenon and its emergence.

Details

Personnel Review, vol. 45 no. 2
Type: Research Article
ISSN: 0048-3486

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