Vägen till engagerade medarbetare: effekten av självledarskap i samspel med socialt stöd
(2023) PSYK11 20231Department of Psychology
- Abstract
- Today’s modern workplace is one of constant change, which continuously places new demands on both individuals and organizations. The need for engaged employees with the ability to develop and lead themselves is a prerequisite for success, all the while social relationships have become increasingly more important in the workplace. The purpose of this paper was to investigate the relationship between self-leadership, social support and work engagement. In a secondary part of the study, differences between three categories of self-leadership strategies are also investigated in relation to work engagement: behavior-focused strategies, constructive thought patterns and natural rewards. The participants consisted of 214 employees at a Swedish... (More)
- Today’s modern workplace is one of constant change, which continuously places new demands on both individuals and organizations. The need for engaged employees with the ability to develop and lead themselves is a prerequisite for success, all the while social relationships have become increasingly more important in the workplace. The purpose of this paper was to investigate the relationship between self-leadership, social support and work engagement. In a secondary part of the study, differences between three categories of self-leadership strategies are also investigated in relation to work engagement: behavior-focused strategies, constructive thought patterns and natural rewards. The participants consisted of 214 employees at a Swedish company within the private sector, and data were collected via a web survey. A correlation analysis showed that self-leadership, social support and work engagement were positively related to each other. A hierarchical regression analysis provided support for all three hypotheses of the study; 1) that self-leadership predicts work engagement, 2) that social support predicts work engagement and 3) that self-leadership together with social support strengthens the explained variance of work engagement. No noteworthy differences could be demonstrated between the different self-leadership strategies in relation to work engagement. The results were discussed with reference to the Job Demands-Resources model, self-determination theory and social exchange theory. This paper contributes to the current body of research by deepening the knowledge of a relatively unexplored relationship between variables, and implicates ways to create an engaging work environment by developing self-leadership skills and promoting positive social interactions between employees. (Less)
- Abstract (Swedish)
- Den moderna arbetsplatsen är i konstant förändring, varav nya krav ideligen ställs på såväl individen som organisationen. Behovet av engagerade medarbetare med förmågan att utveckla och leda sig själva anses vara en förutsättning för framgång, samtidigt som sociala relationer blivit allt viktigare på arbetsplatsen. Syftet med uppsatsen var att undersöka sambanden mellan självledarskap, socialt stöd och arbetsengagemang. I en sekundär del av studien undersöktes även skillnader mellan tre kategorier av självledarskapsstrategier i förhållande till arbetsengagemang: beteendefokuserade strategier, konstruktiva tankemönster och naturliga belöningar. Deltagarna bestod av 214 tjänstemän på ett svenskt koncernbolag inom privat sektor och data... (More)
- Den moderna arbetsplatsen är i konstant förändring, varav nya krav ideligen ställs på såväl individen som organisationen. Behovet av engagerade medarbetare med förmågan att utveckla och leda sig själva anses vara en förutsättning för framgång, samtidigt som sociala relationer blivit allt viktigare på arbetsplatsen. Syftet med uppsatsen var att undersöka sambanden mellan självledarskap, socialt stöd och arbetsengagemang. I en sekundär del av studien undersöktes även skillnader mellan tre kategorier av självledarskapsstrategier i förhållande till arbetsengagemang: beteendefokuserade strategier, konstruktiva tankemönster och naturliga belöningar. Deltagarna bestod av 214 tjänstemän på ett svenskt koncernbolag inom privat sektor och data insamlades via en webbenkät. En korrelationsanalys visade att självledarskap, socialt stöd och arbetsengagemang var positivt relaterade till varandra. En hierarkisk regressionsanalys gav stöd åt samtliga hypoteser för studien; 1) att självledarskap predicerar arbetsengagemang, 2) att socialt stöd predicerar arbetsengagemang och 3) att självledarskap tillsammans med socialt stöd stärkte förklaringsgraden av arbetsengagemang. Inga anmärkningsvärda skillnader kunde påvisas mellan de olika självledarskapsstrategierna i relation till arbetsengagemang. Resultaten diskuterades med hänvisning till Job Demand-Resources-modellen, självbestämmandeteorin och social utbytesteori. Uppsatsen bidrar till den befintliga forskningen genom fördjupad förståelse för ett relativt outforskat samband och ger förslag på tillämpningar som kan skapa engagerade arbetsmiljöer genom att utveckla självledarskapsförmågor samt främja positiva sociala interaktioner mellan medarbetare. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9128516
- author
- Hallin, Sasha LU and Bojcevska, Biljana LU
- supervisor
-
- Ilkka Salo LU
- organization
- course
- PSYK11 20231
- year
- 2023
- type
- M2 - Bachelor Degree
- subject
- keywords
- arbetsengagemang, självledarskap, socialt stöd, JD-R-modellen, självbestämmandeteorin, work engagement, self-leadership, social support, JD-R model, self-determination theory
- language
- Swedish
- id
- 9128516
- date added to LUP
- 2023-06-22 11:05:26
- date last changed
- 2023-06-22 11:05:26
@misc{9128516,
abstract = {{Today’s modern workplace is one of constant change, which continuously places new demands on both individuals and organizations. The need for engaged employees with the ability to develop and lead themselves is a prerequisite for success, all the while social relationships have become increasingly more important in the workplace. The purpose of this paper was to investigate the relationship between self-leadership, social support and work engagement. In a secondary part of the study, differences between three categories of self-leadership strategies are also investigated in relation to work engagement: behavior-focused strategies, constructive thought patterns and natural rewards. The participants consisted of 214 employees at a Swedish company within the private sector, and data were collected via a web survey. A correlation analysis showed that self-leadership, social support and work engagement were positively related to each other. A hierarchical regression analysis provided support for all three hypotheses of the study; 1) that self-leadership predicts work engagement, 2) that social support predicts work engagement and 3) that self-leadership together with social support strengthens the explained variance of work engagement. No noteworthy differences could be demonstrated between the different self-leadership strategies in relation to work engagement. The results were discussed with reference to the Job Demands-Resources model, self-determination theory and social exchange theory. This paper contributes to the current body of research by deepening the knowledge of a relatively unexplored relationship between variables, and implicates ways to create an engaging work environment by developing self-leadership skills and promoting positive social interactions between employees.}},
author = {{Hallin, Sasha and Bojcevska, Biljana}},
language = {{swe}},
note = {{Student Paper}},
title = {{Vägen till engagerade medarbetare: effekten av självledarskap i samspel med socialt stöd}},
year = {{2023}},
}