Strengths-based Leadership and Employee Strengths Use: The Roles of Strengths Self-efficacy and Job Insecurity
Through the lens of self-efficacy and conservation of resources theories, the present study aims to test the mediating role of strengths self-efficacy and the moderating role of job insecurity in the relationship between strengths-based leadership and employee strengths use. Research data from 286 e...
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| Published in | Revista de psicología del trabajo y de las organizaciones Vol. 39; no. 1; pp. 47 - 54 |
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| Main Authors | , |
| Format | Journal Article |
| Language | English |
| Published |
Madrid
Revista de Psicología del Trabajo y de las Organizaciones
01.04.2023
Colegio Oficial de Psicólogos de Madrid |
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| Abstract | Through the lens of self-efficacy and conservation of resources theories, the present study aims to test the mediating role of strengths self-efficacy and the moderating role of job insecurity in the relationship between strengths-based leadership and employee strengths use. Research data from 286 employees working in various organizations in China were gathered at three points in time, spaced by a four-week interval. A moderated mediation path analysis was utilized to test our hypotheses. Results demonstrated that strengths self-efficacy mediates the positive association of strengths-based leadership with employee strengths use, and job insecurity attenuates the direct association of strengths-based leadership with strengths self-efficacy and the indirect relationship of strengths-based leadership with employee strengths use through strengths self-efficacy. The present study advances our understanding of the underlying mechanisms of the relationship between strengths-based leadership and employee strengths use. |
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| AbstractList | Through the lens of self-efficacy and conservation of resources theories, the present study aims to test the mediating role of strengths self-efficacy and the moderating role of job insecurity in the relationship between strengths-based leadership and employee strengths use. Research data from 286 employees working in various organizations in China were gathered at three points in time, spaced by a four-week interval. A moderated mediation path analysis was utilized to test our hypotheses. Results demonstrated that strengths self-efficacy mediates the positive association of strengths-based leadership with employee strengths use, and job insecurity attenuates the direct association of strengths-based leadership with strengths self-efficacy and the indirect relationship of strengths-based leadership with employee strengths use through strengths self-efficacy. The present study advances our understanding of the underlying mechanisms of the relationship between strengths-based leadership and employee strengths use. |
| Author | Ding, He Wang, Fuxiang |
| Author_xml | – sequence: 1 givenname: Fuxiang surname: Wang fullname: Wang, Fuxiang – sequence: 2 givenname: He surname: Ding fullname: Ding, He |
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| CitedBy_id | crossref_primary_10_1016_j_jvb_2024_104044 crossref_primary_10_1177_08948453241256129 crossref_primary_10_1007_s12144_024_06417_3 crossref_primary_10_61708_j2e8r915 crossref_primary_10_1177_03063070251315975 |
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| Title | Strengths-based Leadership and Employee Strengths Use: The Roles of Strengths Self-efficacy and Job Insecurity |
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