15
02/18 PERSONALquarterly
SUMMARY
Research question:
Which leadership behavior influences em
ployees’ perception of expected extended availability and increases
employees’ willingness to be available outside of work?
Methodology:
Experiment with videos of transformational and
transactional leadership
Practical implications:
Inconspicuous signals concerning
supervisor’s expectations on availability requirements are inter
preted quickly. For transactional leadership, but also for trans-
formational leadership, it seems advisable to explicitly clarify
expectations regarding availability for work during leisure time.
LITERATURVERZEICHNIS
Arlinghaus, A./Nachreiner, F. (2013): When work calls – associations between
being contacted outside of regular working hours for work-related matters and
health. Chronobiology International, 30, S. 1197–1202.
Bakker, A. B./Demerouti, E. (2007): The job demands–resources model: State of
the art. Journal of Managerial Psychology, 22 (3), S. 309–328.
Bass, B. M. (1985): Leadership and performance beyond expectations. New York,
NY: Free Press.
Bergman, A./Gardiner, J. (2007): Employee availability for work and family: Three
Swedish case studies. Employee Relations, 29, S. 400-414.
Bliese, P. D./Edwards, J. R./Sonnentag, S. (2017): Stress and well-being at work:
A century of empirical trends reflecting theoretical and societal influences. Journal of
Applied Psychology, 102, S. 389-402.
Carstensen, T. (2015): Neue Anforderungen und Belastungen durch digitale und
mobile Technologien. WSI Mitteilungen, 68, S. 187-193.
Dinh, J. E./Lord, R. G./Gardner, W. L./Meuser, J. D./Liden, R. C./Hu, J. (2014):
Leadership theory and research in the new millennium: Current theoretical trends
and changing perspectives. The Leadership Quarterly, 25(1), S. 36-62.
Dettmers, J./Bamberg, E./Seffzek, K. (2016): Characteristics of extended avail
ability for work: The role of demands and resources. International Journal of Stress
Management, 23(3), S. 276.
Kreiner, G. (2006): Consequences of work–home segmentation or integration: A per-
son-environment fit perspective. Journal of Organizational Behavior, 27, S. 485–507.
Mellner, C. (2016): After-hours availability expectations, work-related smartphone
use during leisure, and psychological detachment. International Journal of Workplace
Health Management, 9, pp. 146–164.
Perlow, L. A. (2012): Sleeping with your smartphone: How to break the 24/7 habit
and change the way you work. Harvard Business Press.
Schwemmle, M./Wedde, P. (2012): Digitale Arbeit in Deutschland. Potenziale und
Sonnentag, S. (2012): Psychological detachment from work during leisure time:
The benefits of mentally disengaging from work. Current Directions in Psychological
Science, 21(2), S. 114-118.
Statistisches Bundesamt (2016): Nutzung von Informations- und Kommunikati-
onstechnologien in Unternehmen.
Thematisch/UnternehmenHandwerk/Unternehmen/InformationstechnologieUnter-
nehmen5529102167004.pdf?__blob=publicationFile.
Syrek, C. J./Antoni, C. H. (2014): Unfinished Tasks foster rumination and impair
sleeping – particularly if leaders have high performance expectations. Journal of
Occupational Health Psychology, 19 (4), S. 490-499.
Yurov, K. M./Potter, R. E. (2006): Transformational leadership in technology
post-adoption period: A motivational factor for acquiring technology enhancement
information. Oklahoma City, OK: The proceedings of the 2006 Annual Meeting of
Southwest Decision Science Institute.
DR. CHRISTINE J. SYREK
Wissenschaftliche Mitarbeiterin am Lehrstuhl
für Arbeits-, Betriebs- und Organisationspsy-
chologie der Universität Trier
E-Mail:
Christine_Syrek
ANNA T. RÖLTGEN
Doktorandin am Lehrstuhl für Arbeits-,
Betriebs- und Organisationspsychologie der
Universität Trier
E-Mail:
php?id=63488
PROF. DR. JUDITH VOLMER
Professorin für Arbeits- und Organisations-
psychologie an der Universität Bamberg
E-Mail:
team/prof-dr-judith-volmer/
