Van feedback wordt een mens wijzer. Althans, dat is doorgaans de gedachte die leeft in onze samen... more Van feedback wordt een mens wijzer. Althans, dat is doorgaans de gedachte die leeft in onze samenleving. Zo ook bij werkgevers. Zij stimuleren medewerkers om feedback te vragen bij verschillende bronnen. Bijvoorbeeld bij directe collega’s en collega’s van andere afdelingen, omdat dit de creatieve prestaties van medewerkers op de werkvloer verhoogt. Maar gebeurt dit altijd? Dit hangt af van de werkomgeving waarin medewerkers deze feedback zoeken.
The aim of this three-study report was to validate the Dutch version of the promotive and prohibi... more The aim of this three-study report was to validate the Dutch version of the promotive and prohibitive voice scale and to further embed the constructs of promotive and prohibitive voice within their nomological network. Promotive voice refers to the expression of suggestions for improving work practices, whereas prohibitive voice refers to the expression of concerns about practices and behaviors that are detrimental. In Study 1 (N = 121), confirmatory factor analyses (CFAs) provided evidence for the two-factor structure, which was replicated in the other two studies. In Study 2 (NT1 = 209/NT2 = 107), we investigated the convergent and discriminant validity of the promotive and prohibitive voice scale, and tested measurement invariance across gender and time. Results provided validity evidence, partial scalar invariance for gender, and scalar invariance across time. In Study 3 (N = 149), we expanded the nomological network of the promotive and prohibitive voice scales through their re...
Today’s world of work is rapidly changing. The on-demand economy is on the rise, the number of te... more Today’s world of work is rapidly changing. The on-demand economy is on the rise, the number of temporary contracts is increasing, major industries are being disrupted by the latest wave of digital innovation, and increasingly more jobs are being replaced by machines. As a result of these labor market developments, people’s careers have become more dynamic and more uncertain. With regard to fostering career progress in this dynamic career landscape, however, existing perspectives still draw heavily on linear frameworks that involve the development of a clear set of career goals and plans. Such approaches to career progress are at odds with the reality of today’s world of work. That is, contemporary careers rarely unfold as intended or imagined: No matter how much people analyze their aspirations and opportunities while planning their careers, unexpected developments can bring unforeseen changes. Drawing on the career pathways framework, this chapter proposes a proactive approach to c...
Leidinggevenden die competitief zijn ingesteld, staan minder open voor creatieve ideeen van werkn... more Leidinggevenden die competitief zijn ingesteld, staan minder open voor creatieve ideeen van werknemers dan leidinggevenden die zichzelf willen verbeteren. Bedrijven waarvoor creativiteit een belangrijke succesfactor is, kunnen daarom nadeel hebben van leidinggevenden die de beste willen zijn. Dat concludeert Roy Sijbom, die op 5 september promoveert aan de Rijksuniversiteit Groningen. Wat bepaalt of een leidinggevende wel of niet meegaat in een idee aangedragen door een werknemer? Organisatiepsycholoog Roy Sijbom stelde vast dat de inhoud van het idee op zichzelf niet altijd doorslaggevend is. Belangrijker is of de leidinggevende aan wie je het idee voorlegt, bereid is bij te leren. Sijbom voerde experimenten uit onder 458 Nederlandse studenten in een leidinggevende rol en nam vragenlijsten af onder 394 leidinggevende Amerikanen. Tijdens de experimenten moesten de proefpersonen bedenken hoe ze een nieuw product in de markt gingen zetten. Een vooraf geinstrueerde ‘ondergeschikte’ dro...
In today's dynamic and competitive environment, organizations depend on employee voice as a s... more In today's dynamic and competitive environment, organizations depend on employee voice as a source for improvement and innovation. Given its importance, it is not surprising that scholars have devo...
To advance theory on the motivational underpinnings of striving for challenge, we propose and fin... more To advance theory on the motivational underpinnings of striving for challenge, we propose and find empirical support for the idea that job challenge should be subdivided into two categories: private and public job challenge. Drawing on achievement goal theory, in a two-wave field study among 216 employees (Study 1) we found support for our hypotheses regarding differential effects of achievement goals on different types of job challenge. Specifically, we found that mastery-approach goals were positively related to both private and public job challenge, whereas performance-approach goals were positively related only to public job challenge. Mastery-avoidance goals were negatively related to both private and public job challenge. In Study 2, we investigated the interplay between achievement goals and job challenge on job performance among 323 employee-leader dyads. Drawing on P-E fit literature, we showed that public job challenge qualifies the relation between performance-approach goals and job performance...
. This study seeks to advance theory on the motivational underpinnings of striving for challenge.... more . This study seeks to advance theory on the motivational underpinnings of striving for challenge. We propose and empirically demonstrate that challenging job experiences can be meaningfully subdivided into private challenging job experiences (private challenges) and public challenging job experiences (public challenges). Drawing on achievement goal theory, in a two-wave field study among 226 employees (Study 1) and a multi-source field study among 326 employees (Study 2), we found initial evidence regarding differential effects of employees' mastery-approach goals and performance-approach goals in relation to private challenges and public challenges. Furthermore, Study 2 showed a negative relationship between performance-approach goals and supervisor-rated in-role job performance when public challenges were low. Theoretical and practical implications of these findings are discussed.
In the present experimental research, we examined the joint impact of middle managers’ achievemen... more In the present experimental research, we examined the joint impact of middle managers’ achievement goals and position power on their responses to creative input voiced by a subordinate or superior. As hypothesized, rather than mastery goal middle managers, performance goal middle managers were sensitive to hierarchical position of the creative input sender. We demonstrated that performance goal middle managers were to a lower extent using an integrative approach and were using more time to write an email reaction in response to the creative input than mastery goal middle managers. However, these differences in responses only occurred when a subordinate rather than a superior voiced the creative input. The main results were replicated in a field study.
Organizational researchers have long been interested in the motivational underpinnings of burnout... more Organizational researchers have long been interested in the motivational underpinnings of burnout in organizations. In this article, we integrate organizational research on the role of leader behavior in burnout with achievement goal theory, and test the theoretical idea that leaders´ mastery goals buffer the negative effect of employee performance goals on employee burnout. Our multi-organizational sample included 367 employees and their 72 leaders. Multilevel mixed-effects modeling analyses supported the idea that the performance goal/burnout relationship was smaller in work groups led by mastery-oriented leaders for two of the three burnout dimensions (emotional exhaustion and cynicism). Our discussion focuses on implications for goal-setting, leader training, and employee health in organizations.
In this study, we examined the joint impact of feedback source diversity and experienced creative... more In this study, we examined the joint impact of feedback source diversity and experienced creative time pressure on creativity. On the basis of a sample of 186 employees and 23 supervisors from a ho...
Leidinggevenden die competitief zijn ingesteld, staan minder open voor creatieve ideeen van werkn... more Leidinggevenden die competitief zijn ingesteld, staan minder open voor creatieve ideeen van werknemers dan leidinggevenden die zichzelf willen verbeteren. Bedrijven waarvoor creativiteit een belangrijke succesfactor is, kunnen daarom nadeel hebben van leidinggevenden die de beste willen zijn, concludeert organisatiepsycholoog Roy Sijbom uit zijn promotieonderzoek.
International Journal of Environmental Research and Public Health
The paper describes the study design, research questions and methods of a large, international in... more The paper describes the study design, research questions and methods of a large, international intervention project aimed at improving employee mental health and well-being in SMEs and public organisations. The study is innovative in multiple ways. First, it goes beyond the current debate on whether individual- or organisational-level interventions are most effective in improving employee health and well-being and tests the cumulative effects of multilevel interventions, that is, interventions addressing individual, group, leader and organisational levels. Second, it tailors its interventions to address the aftermaths of the Covid-19 pandemic and develop suitable multilevel interventions for dealing with new ways of working. Third, it uses realist evaluation to explore and identify the working ingredients of and the conditions required for each level of intervention, and their outcomes. Finally, an economic evaluation will assess both the cost-effectiveness analysis and the affordab...
Objective: Burnout has primarily been examined from an individual’s perspective without taking th... more Objective: Burnout has primarily been examined from an individual’s perspective without taking the broader environmental context into account. The authors applied an integrative multilevel perspective and investigated the influence of leaders’ motivational strivings on employee burnout. In two multi-source studies, we investigated relationships between leaders’ achievement goals and employee burnout while controlling for employees’ own achievement goals. Method: Study 1 consisted of 362 members and 72 leaders of the corresponding working groups. Study 2 consisted of 177 employees and 46 leaders of the corresponding working groups, and measurements were spaced apart in time. We also ran a model including the data of both Study 1 and Study 2. Results: Multilevel analyses indicated that leaders’ mastery-approach goals were negatively related to employee burnout above and beyond employees’ own achievement goals. Leaders’ performance-approach goals were positively related to employee burnout in Study 1 and in the overall analysis combining Study 1 and Study 2. Conclusion: We advance our understanding of the motivational etiology of burnout by examining the top-down effects of leaders’ achievement goals on employee burnout over and above employees’ own achievement goals. In order to reduce burnout, organizations should take leaders’ achievement goals into account as an important contextual factor.
The purpose of this research was to examine the joint impact of leader achievement goals and hier... more The purpose of this research was to examine the joint impact of leader achievement goals and hierarchical position of the voicer of creative ideas (subordinate vs. superior) on the extent to which leaders (intent to) integrate these voiced creative ideas with their own ideas (integrative idea management). In a scenario-based survey (study 1; N = 189), in which we measured participants' achievement goals, we found that the relationship between leaders' performance goals and their intention to integrate voiced creative ideas is contingent on the hierarchical position of the idea voicer. Similarly, in an experimental study (study 2; N = 94), in which we experimentally induced achievement goals, we found that leaders display lower integrative intentions when ideas are voiced by a subordinate rather than a superior, but this was only true for leaders pursuing performance goals. Furthermore, the results of an additional, exploratory analysis suggest that the hierarchical position of the voicer of creative ideas had an indirect effect on integrative behavior through integrative intentions for performance goal leaders and no effect for mastery goal leaders. Together, these findings advance our understanding of how middle management leaders are influenced by their own achievement goals when managing the creative ideas voiced by subordinates and superiors.
The purpose of this research was to examine the joint impact of leader achievement goals and hier... more The purpose of this research was to examine the joint impact of leader achievement goals and hierarchical position of the voicer of creative ideas (subordinate vs. superior) on the extent to which leaders (intent to) integrate these voiced creative ideas with their own ideas (integrative idea management). In a scenario-based survey (study 1; N = 189), in which we measured participants' achievement goals, we found that the relationship between leaders' performance goals and their intention to integrate voiced creative ideas is contingent on the hierarchical position of the idea voicer. Similarly, in an experimental study (study 2; N = 94), in which we experimentally induced achievement goals, we found that leaders display lower integrative intentions when ideas are voiced by a subordinate rather than a superior, but this was only true for leaders pursuing performance goals. Furthermore, the results of an additional, exploratory analysis suggest that the hierarchical position of the voicer of creative ideas had an indirect effect on integrative behavior through integrative intentions for performance goal leaders and no effect for mastery goal leaders. Together, these findings advance our understanding of how middle management leaders are influenced by their own achievement goals when managing the creative ideas voiced by subordinates and superiors.
We identified leaders’ achievement goals and composition of creative input as important factors t... more We identified leaders’ achievement goals and composition of creative input as important factors that can clarify when and why leaders are receptive to, and supportive of, subordinates’ creative input. As hypothesized, in two experimental studies, we found that relative to mastery goal leaders, performance goal leaders were less receptive to subordinates’ voiced creative input. In Study 1, we further showed that image threat appraisal and learning opportunity appraisal mediated this effect. In Study 2, we demonstrated that when merely creative ideas were expressed by the subordinate, performance goal leaders responded like mastery goal leaders. However, as in Study 1, performance goal leaders were less receptive to, and less supportive of, subordinates’ creative input than mastery goal leaders when the composition of subordinates’ creative input included both problem identifications and creative ideas.
Van feedback wordt een mens wijzer. Althans, dat is doorgaans de gedachte die leeft in onze samen... more Van feedback wordt een mens wijzer. Althans, dat is doorgaans de gedachte die leeft in onze samenleving. Zo ook bij werkgevers. Zij stimuleren medewerkers om feedback te vragen bij verschillende bronnen. Bijvoorbeeld bij directe collega’s en collega’s van andere afdelingen, omdat dit de creatieve prestaties van medewerkers op de werkvloer verhoogt. Maar gebeurt dit altijd? Dit hangt af van de werkomgeving waarin medewerkers deze feedback zoeken.
The aim of this three-study report was to validate the Dutch version of the promotive and prohibi... more The aim of this three-study report was to validate the Dutch version of the promotive and prohibitive voice scale and to further embed the constructs of promotive and prohibitive voice within their nomological network. Promotive voice refers to the expression of suggestions for improving work practices, whereas prohibitive voice refers to the expression of concerns about practices and behaviors that are detrimental. In Study 1 (N = 121), confirmatory factor analyses (CFAs) provided evidence for the two-factor structure, which was replicated in the other two studies. In Study 2 (NT1 = 209/NT2 = 107), we investigated the convergent and discriminant validity of the promotive and prohibitive voice scale, and tested measurement invariance across gender and time. Results provided validity evidence, partial scalar invariance for gender, and scalar invariance across time. In Study 3 (N = 149), we expanded the nomological network of the promotive and prohibitive voice scales through their re...
Today’s world of work is rapidly changing. The on-demand economy is on the rise, the number of te... more Today’s world of work is rapidly changing. The on-demand economy is on the rise, the number of temporary contracts is increasing, major industries are being disrupted by the latest wave of digital innovation, and increasingly more jobs are being replaced by machines. As a result of these labor market developments, people’s careers have become more dynamic and more uncertain. With regard to fostering career progress in this dynamic career landscape, however, existing perspectives still draw heavily on linear frameworks that involve the development of a clear set of career goals and plans. Such approaches to career progress are at odds with the reality of today’s world of work. That is, contemporary careers rarely unfold as intended or imagined: No matter how much people analyze their aspirations and opportunities while planning their careers, unexpected developments can bring unforeseen changes. Drawing on the career pathways framework, this chapter proposes a proactive approach to c...
Leidinggevenden die competitief zijn ingesteld, staan minder open voor creatieve ideeen van werkn... more Leidinggevenden die competitief zijn ingesteld, staan minder open voor creatieve ideeen van werknemers dan leidinggevenden die zichzelf willen verbeteren. Bedrijven waarvoor creativiteit een belangrijke succesfactor is, kunnen daarom nadeel hebben van leidinggevenden die de beste willen zijn. Dat concludeert Roy Sijbom, die op 5 september promoveert aan de Rijksuniversiteit Groningen. Wat bepaalt of een leidinggevende wel of niet meegaat in een idee aangedragen door een werknemer? Organisatiepsycholoog Roy Sijbom stelde vast dat de inhoud van het idee op zichzelf niet altijd doorslaggevend is. Belangrijker is of de leidinggevende aan wie je het idee voorlegt, bereid is bij te leren. Sijbom voerde experimenten uit onder 458 Nederlandse studenten in een leidinggevende rol en nam vragenlijsten af onder 394 leidinggevende Amerikanen. Tijdens de experimenten moesten de proefpersonen bedenken hoe ze een nieuw product in de markt gingen zetten. Een vooraf geinstrueerde ‘ondergeschikte’ dro...
In today's dynamic and competitive environment, organizations depend on employee voice as a s... more In today's dynamic and competitive environment, organizations depend on employee voice as a source for improvement and innovation. Given its importance, it is not surprising that scholars have devo...
To advance theory on the motivational underpinnings of striving for challenge, we propose and fin... more To advance theory on the motivational underpinnings of striving for challenge, we propose and find empirical support for the idea that job challenge should be subdivided into two categories: private and public job challenge. Drawing on achievement goal theory, in a two-wave field study among 216 employees (Study 1) we found support for our hypotheses regarding differential effects of achievement goals on different types of job challenge. Specifically, we found that mastery-approach goals were positively related to both private and public job challenge, whereas performance-approach goals were positively related only to public job challenge. Mastery-avoidance goals were negatively related to both private and public job challenge. In Study 2, we investigated the interplay between achievement goals and job challenge on job performance among 323 employee-leader dyads. Drawing on P-E fit literature, we showed that public job challenge qualifies the relation between performance-approach goals and job performance...
. This study seeks to advance theory on the motivational underpinnings of striving for challenge.... more . This study seeks to advance theory on the motivational underpinnings of striving for challenge. We propose and empirically demonstrate that challenging job experiences can be meaningfully subdivided into private challenging job experiences (private challenges) and public challenging job experiences (public challenges). Drawing on achievement goal theory, in a two-wave field study among 226 employees (Study 1) and a multi-source field study among 326 employees (Study 2), we found initial evidence regarding differential effects of employees' mastery-approach goals and performance-approach goals in relation to private challenges and public challenges. Furthermore, Study 2 showed a negative relationship between performance-approach goals and supervisor-rated in-role job performance when public challenges were low. Theoretical and practical implications of these findings are discussed.
In the present experimental research, we examined the joint impact of middle managers’ achievemen... more In the present experimental research, we examined the joint impact of middle managers’ achievement goals and position power on their responses to creative input voiced by a subordinate or superior. As hypothesized, rather than mastery goal middle managers, performance goal middle managers were sensitive to hierarchical position of the creative input sender. We demonstrated that performance goal middle managers were to a lower extent using an integrative approach and were using more time to write an email reaction in response to the creative input than mastery goal middle managers. However, these differences in responses only occurred when a subordinate rather than a superior voiced the creative input. The main results were replicated in a field study.
Organizational researchers have long been interested in the motivational underpinnings of burnout... more Organizational researchers have long been interested in the motivational underpinnings of burnout in organizations. In this article, we integrate organizational research on the role of leader behavior in burnout with achievement goal theory, and test the theoretical idea that leaders´ mastery goals buffer the negative effect of employee performance goals on employee burnout. Our multi-organizational sample included 367 employees and their 72 leaders. Multilevel mixed-effects modeling analyses supported the idea that the performance goal/burnout relationship was smaller in work groups led by mastery-oriented leaders for two of the three burnout dimensions (emotional exhaustion and cynicism). Our discussion focuses on implications for goal-setting, leader training, and employee health in organizations.
In this study, we examined the joint impact of feedback source diversity and experienced creative... more In this study, we examined the joint impact of feedback source diversity and experienced creative time pressure on creativity. On the basis of a sample of 186 employees and 23 supervisors from a ho...
Leidinggevenden die competitief zijn ingesteld, staan minder open voor creatieve ideeen van werkn... more Leidinggevenden die competitief zijn ingesteld, staan minder open voor creatieve ideeen van werknemers dan leidinggevenden die zichzelf willen verbeteren. Bedrijven waarvoor creativiteit een belangrijke succesfactor is, kunnen daarom nadeel hebben van leidinggevenden die de beste willen zijn, concludeert organisatiepsycholoog Roy Sijbom uit zijn promotieonderzoek.
International Journal of Environmental Research and Public Health
The paper describes the study design, research questions and methods of a large, international in... more The paper describes the study design, research questions and methods of a large, international intervention project aimed at improving employee mental health and well-being in SMEs and public organisations. The study is innovative in multiple ways. First, it goes beyond the current debate on whether individual- or organisational-level interventions are most effective in improving employee health and well-being and tests the cumulative effects of multilevel interventions, that is, interventions addressing individual, group, leader and organisational levels. Second, it tailors its interventions to address the aftermaths of the Covid-19 pandemic and develop suitable multilevel interventions for dealing with new ways of working. Third, it uses realist evaluation to explore and identify the working ingredients of and the conditions required for each level of intervention, and their outcomes. Finally, an economic evaluation will assess both the cost-effectiveness analysis and the affordab...
Objective: Burnout has primarily been examined from an individual’s perspective without taking th... more Objective: Burnout has primarily been examined from an individual’s perspective without taking the broader environmental context into account. The authors applied an integrative multilevel perspective and investigated the influence of leaders’ motivational strivings on employee burnout. In two multi-source studies, we investigated relationships between leaders’ achievement goals and employee burnout while controlling for employees’ own achievement goals. Method: Study 1 consisted of 362 members and 72 leaders of the corresponding working groups. Study 2 consisted of 177 employees and 46 leaders of the corresponding working groups, and measurements were spaced apart in time. We also ran a model including the data of both Study 1 and Study 2. Results: Multilevel analyses indicated that leaders’ mastery-approach goals were negatively related to employee burnout above and beyond employees’ own achievement goals. Leaders’ performance-approach goals were positively related to employee burnout in Study 1 and in the overall analysis combining Study 1 and Study 2. Conclusion: We advance our understanding of the motivational etiology of burnout by examining the top-down effects of leaders’ achievement goals on employee burnout over and above employees’ own achievement goals. In order to reduce burnout, organizations should take leaders’ achievement goals into account as an important contextual factor.
The purpose of this research was to examine the joint impact of leader achievement goals and hier... more The purpose of this research was to examine the joint impact of leader achievement goals and hierarchical position of the voicer of creative ideas (subordinate vs. superior) on the extent to which leaders (intent to) integrate these voiced creative ideas with their own ideas (integrative idea management). In a scenario-based survey (study 1; N = 189), in which we measured participants' achievement goals, we found that the relationship between leaders' performance goals and their intention to integrate voiced creative ideas is contingent on the hierarchical position of the idea voicer. Similarly, in an experimental study (study 2; N = 94), in which we experimentally induced achievement goals, we found that leaders display lower integrative intentions when ideas are voiced by a subordinate rather than a superior, but this was only true for leaders pursuing performance goals. Furthermore, the results of an additional, exploratory analysis suggest that the hierarchical position of the voicer of creative ideas had an indirect effect on integrative behavior through integrative intentions for performance goal leaders and no effect for mastery goal leaders. Together, these findings advance our understanding of how middle management leaders are influenced by their own achievement goals when managing the creative ideas voiced by subordinates and superiors.
The purpose of this research was to examine the joint impact of leader achievement goals and hier... more The purpose of this research was to examine the joint impact of leader achievement goals and hierarchical position of the voicer of creative ideas (subordinate vs. superior) on the extent to which leaders (intent to) integrate these voiced creative ideas with their own ideas (integrative idea management). In a scenario-based survey (study 1; N = 189), in which we measured participants' achievement goals, we found that the relationship between leaders' performance goals and their intention to integrate voiced creative ideas is contingent on the hierarchical position of the idea voicer. Similarly, in an experimental study (study 2; N = 94), in which we experimentally induced achievement goals, we found that leaders display lower integrative intentions when ideas are voiced by a subordinate rather than a superior, but this was only true for leaders pursuing performance goals. Furthermore, the results of an additional, exploratory analysis suggest that the hierarchical position of the voicer of creative ideas had an indirect effect on integrative behavior through integrative intentions for performance goal leaders and no effect for mastery goal leaders. Together, these findings advance our understanding of how middle management leaders are influenced by their own achievement goals when managing the creative ideas voiced by subordinates and superiors.
We identified leaders’ achievement goals and composition of creative input as important factors t... more We identified leaders’ achievement goals and composition of creative input as important factors that can clarify when and why leaders are receptive to, and supportive of, subordinates’ creative input. As hypothesized, in two experimental studies, we found that relative to mastery goal leaders, performance goal leaders were less receptive to subordinates’ voiced creative input. In Study 1, we further showed that image threat appraisal and learning opportunity appraisal mediated this effect. In Study 2, we demonstrated that when merely creative ideas were expressed by the subordinate, performance goal leaders responded like mastery goal leaders. However, as in Study 1, performance goal leaders were less receptive to, and less supportive of, subordinates’ creative input than mastery goal leaders when the composition of subordinates’ creative input included both problem identifications and creative ideas.
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Papers by Roy Sijbom
Method: Study 1 consisted of 362 members and 72 leaders of the corresponding working groups. Study 2 consisted of 177 employees and 46 leaders of the corresponding working groups, and measurements were spaced apart in time. We also ran a model including the data of both Study 1 and Study 2.
Results: Multilevel analyses indicated that leaders’ mastery-approach goals were negatively related to employee burnout above and beyond employees’ own achievement goals. Leaders’ performance-approach goals were positively related to employee burnout in Study 1 and in the overall analysis combining Study 1 and Study 2.
Conclusion: We advance our understanding of the motivational etiology of burnout by examining the top-down effects of leaders’ achievement goals on employee burnout over and above employees’ own achievement goals. In order to reduce burnout, organizations should take leaders’ achievement goals into account as an important contextual factor.
Method: Study 1 consisted of 362 members and 72 leaders of the corresponding working groups. Study 2 consisted of 177 employees and 46 leaders of the corresponding working groups, and measurements were spaced apart in time. We also ran a model including the data of both Study 1 and Study 2.
Results: Multilevel analyses indicated that leaders’ mastery-approach goals were negatively related to employee burnout above and beyond employees’ own achievement goals. Leaders’ performance-approach goals were positively related to employee burnout in Study 1 and in the overall analysis combining Study 1 and Study 2.
Conclusion: We advance our understanding of the motivational etiology of burnout by examining the top-down effects of leaders’ achievement goals on employee burnout over and above employees’ own achievement goals. In order to reduce burnout, organizations should take leaders’ achievement goals into account as an important contextual factor.