Leaders’ intensified job demands: Their multi-level associations with leader-follower relationships and follower well-being

Figures & data

Table 1. Variable means, standard deviations, and correlations.

	M	SD	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17
Leader variables
1. Gender	1.45	0.50
2. Age	50.2	7.75	−.04
3. Leader experience	13.6	8.49	.17	.46
4. Work intensification	3.61	1.03	−.16	.06	−.08
5. Job planning	3.82	0.79	−.20	−.14	−.08	.53
6. Career planning	3.45	0.89	−.09	−.24	−.06	.29	.60
7. Learning demands	3.99	0.76	−.16	.02	.05	.36	.46	.27
Follower variables
8. Gender	1.33	0.47									−.01	.14	.05	.12	−.05	−.03	.00	.05	−.08
9. Age	3.87	1.07										.12	.21	.13	−.01	−.02	−.02	.05	.04
10. Management tasks (yes/no)	1.35	0.48											.03	.21	−.01	−.03	.02	.00	.12
11. LM-relationship duration (years)	3.51	3.36												.06	−.05	−.02	.00	.12	−.08
12. Weekly work hours																	−.04	.15	.10
13. Satisfaction with people-oriented leadership behaviour	3.84	0.89	.04	−.18	−.07	.13	.21	.10	.19							.67	.71	−.38	.31
14. Satisfaction with task-oriented leadership behaviour	4.13	0.74	.02	−.33	−.12	.02	.24	.14	.04								.67	−.37	.35
15. LMX quality	4.04	0.78	.10	−.19	.02	.10	.29	.16	.19									−.31	.26
16. Burnout	2.51	0.87	−.02	.33	.05	−.03	−.43	−.30	−.12										−.54
17. Work engagement	5.78	0.99	.19	−.30	.17	.05	.37	.36	.11

For followers, the within-level correlations are presented above the diagonal and between-level correlations below the diagonal.

Note. Gender: 1 = female, 2 = male; Leader age and leader experience in years; Follower age: 1 = 20 years old or below, 2 = 21–30 years old, 3 = 31–40 years old, 4 = 41–50 years old, 5 = 51–60 years old, 6 = 61 years old or above; LM = leader-member. Correlation coefficients marked with a bold font are significant at the p < .001 level; coefficients in italics are significant at the p < .01 level.

Table 2. Multilevel estimates between leaders’ intensified job demands, leader and follower control variables, and follower outcomes.

Predictor variables	Follower outcomes
	Satisfaction with task-oriented leadership behaviours		Satisfaction with people-oriented leadership behaviours		LMX quality		Burnout		Work engagement
Within-level (Level 1)	Estimate	S.E.	Estimate	S.E.	Estimate	S.E.	Estimate	S.E.	Estimate	S.E.
Follower-leader relationship duration (in years)	−.005	.009	−.015	.012	.001	.010	.033**	.012	−.033*	.015
Follower working hours (per week)	−.004	.004	−.004	.004	−.004	.004	.018***	.004	.014*	.006
Follower’s own management tasks (1 = no, 2 = yes)	−.065	.080	−.014	.096	.021	.090	−.102	.084	.202*	.087
Between-level (Level 2)
Follower-leader relationship duration (in years)	.003	.019	.006	.025	.002	.018	.013	.025	.010	.029
Follower working hours (per week)	.013	.009	.018	.011	.012	.009	.005	.009	.014	.012
Follower’s own management tasks (1 = no, 2 = yes)	.100	.104	−.042	.135	.185	.108	−.040	.105	.349**	.123
Leader age (in years)	−.013**	.004	−.010	.005	−.007	.004	.009	.005	−.012*	.005
Leader work intensification	.019	.030	.056	.035	.035	.032	−.016	.036	.032	.038
Leader job planning demands	.085*	.036	.095*	.044	.103**	.038	−.131**	.043	.152**	.049
Leader career planning demands	.024	.033	.023	.041	.039	.037	−.061	.039	.113**	.042
Leader learning demands	.024	.037	.095*	.043	.072	.039	−.047	.043	.064	.052

Note. Significant estimates are marked with a bold font. *p < .05; **p < .01; ***p < .001.

Figure 1. The moderating effect of leader work experience on the relationship between leader work intensification and follower work engagement.

Data availability statement

The data that support the findings of this study are available on request from the corresponding author. The data are not publicly available due to privacy or ethical restrictions.