Strengths-based Leadership and Employee Strengths Use: The Roles of Strengths Self-efficacy and Job Insecurity

• Fuxiang Wang ^[1] ; He Ding ^[2]
  1. [1] Huaiyin Normal University

     Huaiyin Normal University

     China

     
  2. [2] North China Electric Power University

     North China Electric Power University

     China

     
• Localización: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology, ISSN 1576-5962, Vol. 39, Nº 1, 2023, págs. 47-54
• Idioma: inglés
• DOI: 10.5093/jwop2023a6
• Títulos paralelos:
  • El liderazgo basado en fortalezas y la utilización de estas por parte de los empleados: El papel de la autoeficacia de las fortalezas y la inseguridad laboral
• Enlaces
  • Texto completo  1    2 (pdf) 
• Dialnet Métricas: 1 Cita
• Resumen
  • español

    A través de la lente de las teorías de la autoeficacia y de las teorías de la conservación de recursos, el estudio pone a prueba el rol mediador de la autoeficacia de las fortalezas y el papel moderador de la inseguridad en el empleo en la relación entre el liderazgo basado en fortalezas y el uso que hacen de las mismas los empleados. Se recogieron datos de la investigación con 286 empleados de diversas empresas de China en tres momentos separados por un intervalo de cuatro semanas. Se puso a prueba las hipótesis mediante un análisis de vías de mediación moderada. Según los resultados la autoeficacia de las fortalezas media la asociación positiva del liderazgo basado en fortalezas y el uso de las mismas por parte de los empleados y que la inseguridad en el empleo atenúa la asociación directa del liderazgo basado en fortalezas con la autoeficacia de las mismas y la relación indirecta de dicho liderazgo con el uso de las fortalezas por parte de los empleados a través de la autoeficacia de las mismas. El estudio es un paso hacia el conocimiento de los mecanismos subyacentes a la relación entre el liderazgo basado en fortalezas y el uso de las mismas por parte de los empleados.

  • English

    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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