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

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 Behavi...

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Authors: Loscalzo, Yura, Tziner, Aharon, Shkoler, Or
Format: article
Publication Date:2023
Country:España
Institution:Colegio Oficial de Psicólogos de Madrid
Repository:Journal of Work and Organizational Psychology
OAI Identifier:oai:journals.copmadrid.org:jwop/art/jwop2023a7
Online Access:https://doi.org/10.5093/jwop2023a7
Access Level:Open access
Keyword:Workaholism, Work engagement, Counterproductive work behaviors, Work misbehaviors
Adicción al trabajo, Implicación en el trabajo, Comportamientos contraproductivos en el trabajo, Comportamientos disfuncionales en el trabajo
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oai_identifier_str oai:journals.copmadrid.org:jwop/art/jwop2023a7
network_acronym_str ES
network_name_str España
repository_id_str
dc.title.none.fl_str_mv Heavy Work Investment, Workaholism, Servant Leadership, and Organizational Outcomes: A Study among Italian Workers
La inversión en trabajo pesado, la adicción al trabajo, el liderazgo de servicio y los resultados organizativos: un estudio en trabajadores italianos
title Heavy Work Investment, Workaholism, Servant Leadership, and Organizational Outcomes: A Study among Italian Workers
spellingShingle Heavy Work Investment, Workaholism, Servant Leadership, and Organizational Outcomes: A Study among Italian Workers
Loscalzo, Yura
Workaholism, Work engagement, Counterproductive work behaviors, Work misbehaviors
Adicción al trabajo, Implicación en el trabajo, Comportamientos contraproductivos en el trabajo, Comportamientos disfuncionales en el trabajo
title_short Heavy Work Investment, Workaholism, Servant Leadership, and Organizational Outcomes: A Study among Italian Workers
title_full Heavy Work Investment, Workaholism, Servant Leadership, and Organizational Outcomes: A Study among Italian Workers
title_fullStr Heavy Work Investment, Workaholism, Servant Leadership, and Organizational Outcomes: A Study among Italian Workers
title_full_unstemmed Heavy Work Investment, Workaholism, Servant Leadership, and Organizational Outcomes: A Study among Italian Workers
title_sort Heavy Work Investment, Workaholism, Servant Leadership, and Organizational Outcomes: A Study among Italian Workers
dc.creator.none.fl_str_mv Loscalzo, Yura
Tziner, Aharon
Shkoler, Or
author Loscalzo, Yura
author_facet Loscalzo, Yura
Tziner, Aharon
Shkoler, Or
author_role author
author2 Tziner, Aharon
Shkoler, Or
author2_role author
author
dc.subject.none.fl_str_mv Workaholism, Work engagement, Counterproductive work behaviors, Work misbehaviors
Adicción al trabajo, Implicación en el trabajo, Comportamientos contraproductivos en el trabajo, Comportamientos disfuncionales en el trabajo
topic Workaholism, Work engagement, Counterproductive work behaviors, Work misbehaviors
Adicción al trabajo, Implicación en el trabajo, Comportamientos contraproductivos en el trabajo, Comportamientos disfuncionales en el trabajo
description 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.
publishDate 2023
dc.date.none.fl_str_mv 2023
dc.type.none.fl_str_mv info:eu-repo/semantics/article
info:eu-repo/semantics/published
format article
dc.identifier.none.fl_str_mv https://doi.org/10.5093/jwop2023a7
url https://doi.org/10.5093/jwop2023a7
dc.language.none.fl_str_mv Inglés
language_invalid_str_mv Inglés
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spelling Heavy Work Investment, Workaholism, Servant Leadership, and Organizational Outcomes: A Study among Italian WorkersLa inversión en trabajo pesado, la adicción al trabajo, el liderazgo de servicio y los resultados organizativos: un estudio en trabajadores italianosLoscalzo, YuraTziner, AharonShkoler, OrWorkaholism, Work engagement, Counterproductive work behaviors, Work misbehaviorsAdicción al trabajo, Implicación en el trabajo, Comportamientos contraproductivos en el trabajo, Comportamientos disfuncionales en el trabajoHeavy 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.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. 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