Heavy Work Investment, Workaholism, Servant Leadership, and Organizational Outcomes: A Study among Italian Workers

• Yura Loscalzo ^[1] ; Aharon Tziner ^[2] ; Or Shkoler ^[3]
  1. [1] University of Florence

     University of Florence

     Firenze, Italia

     
  2. [2] Peres Academic College, Israel
  3. [3] HEC, Montreal, Canada

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• Localización: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology, ISSN 1576-5962, Vol. 39, Nº 2, 2023, págs. 55-64
• Idioma: inglés
• DOI: 10.5093/jwop2023a7
• Títulos paralelos:
  • La inversión en trabajo pesado, la adicción al trabajo, el liderazgo de servicio y los resultados organizativos: Un estudio en trabajadores italianos
• Enlaces
  • Texto completo
• Resumen
  • español

    La inversión en trabajo pesado (ITP) es un constructo que abarca la adicción al trabajo y la implicación en el mismo. Pusimos a prueba un modelo de análisis de trayectorias con 364 trabajadores italianos utilizando el liderazgo de servicio como predictor de la ITP y esta como predictora a su vez de comportamientos de ciudadanía organizativa (CCO) y de comportamientos contraproductivos en el trabajo (CCT). Llevamos a cabo también ANOVA y MANOVA. Entre los resultados obtenidos está que el liderazgo de servicio predice positivamente el CCO y negativamente la implicación en el trabajo. Por el contrario, la adicción al trabajo predice positivamente el CCT pero no el CCO. De este modo proponemos llevar a cabo intervenciones en destrezas “blandas”, que hagan conscientes a los líderes de los diferentes tipos de trabajadores en su empresa para desarrollar medidas adaptadas, que potencien la implicación en el trabajo antes que la adicción al mismo. También recomendamos que se controle la implicación en el trabajo al estudiar la adicción al mismo, siendo el resultado diferente si ese control se produce o no.

  • English

    Heavy Work Investment (HWI) is a construct that comprises both workaholism and work engagement. We tested a path analysis model on 364 Italian workers, with servant leadership as a predictor of HWI and HWI as a predictor of Organizational Citizenship Behaviors (OCB) and Counterproductive Work Behaviors (CWB). We also performed ANOVAs and MANOVAs. Among the main findings, servant leadership is a positive predictor of both workaholism and work engagement. Work engagement is a positive predictor of OCB and a negative predictor of CWB. Conversely, workaholism, is a positive predictor of CWB, but it does not predict OCB. Hence, we encourage implementing soft-skills interventions aimed at making leaders aware of the different worker types in their organization to develop tailored measures to foster work engagement rather than workaholism. Also, we recommend controlling for work engagement when analyzing workaholism, given the different findings that arose when controlling or not controlling for work engagement.

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