The effect of shared leadership on employee resilience: wielding the double-edged sword
IntroductionThis investigation delves into the ambidextrous impacts that shared leadership imparts on the resilience of employees through the incorporation of the Job Demands-Resources framework to delineate the underlying mechanisms. Furthermore, it explores the organizational boundary factors that...
Saved in:
| Main Authors: | Ma Hao, Yan Ai Min, Liu Jie, Deng Yuling |
|---|---|
| Format: | Article |
| Language: | English |
| Published: |
Frontiers Media S.A.
2025-02-01
|
| Series: | Frontiers in Psychology |
| Subjects: | |
| Online Access: | https://www.frontiersin.org/articles/10.3389/fpsyg.2025.1441660/full |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
Similar Items
-
The “double-edged sword” effect of shared leadership on employee voice behavior
by: Yina Bai, et al.
Published: (2025-05-01) -
The Influence of Transformational Leadership and Role Overload on Public Sector Employee Burnout with the Moderation of Human Resources Management Practices
by: Amanda Putri Pertiwi, et al.
Published: (2025-03-01) -
Transactional Leadership Style and Job Satisfaction among Multimedia University Employees, Nairobi - Kenya
by: Towett Lily Chepkirui, et al.
Published: (2023-10-01) -
Compulsory citizenship behavior and knowledge sharing in higher education: a moderated mediation model
by: Rekha Pillai, et al.
Published: (2025-01-01) -
How and when artificial intelligence adoption promotes employee knowledge sharing? The role of paradoxical leadership and technophilia
by: Xiaoyue Hu, et al.
Published: (2025-05-01)