Kimberley Breevaart
Biographic Data
| ID | 5789276 |
|---|---|
| NAME | Kimberley Breevaart |
| GIVEN NAMES | Kimberley |
| FAMILY NAME | Breevaart |
| SIGNATURE | BREEVAART K |
| AFFILIATIONS | Erasmus University Rotterdam |
| ORCID | 0000-0002-8789-9447 |
| VERIFIED | Yes |
| TOTAL WORKS | 11 |
| TOTAL CITATIONS | 22 |
| WORKS AS AUTHOR | 11 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2011 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 3 |
Different Levels, Same Relations? A Meta‐Analysis on the Homology of the Nomological Network of (Daily) Work Engagement
Work engagement has garnered significant attention from researchers and practitioners in recent decades, and several meta‐analyses have examined its stable, between‐person correlates. However, work engagement also has a dynamic component, meaning that it varies daily, across situations, and within individuals. Despite growing interest, the strength and direction of many associations within the nomological network of daily work engagement, as well…
Strengths-Based Leadership
Employee strengths use is associated with increased work engagement and reduced sickness absenteeism, and knowledge about how leaders can promote employee strengths use is rapidly developing. We performed a systematic review to a) summarize what is known about the conceptualization, operationalization, and nomological net of strengths-based leadership and about the relation between leadership and employee strengths use, and b) identify concerns t…
Strengths-based leadership and employee work engagement
Strengths-based leadership helps employees identify, utilize, and develop their strengths. Does such leadership facilitate employee work engagement and performance? In this study, we integrate Job Demands-Resources (JD-R) and Leader-Member Exchange (LMX) theories to hypothesize that strengths-based leadership is positively related to employee task performance through employee work engagement, and that this effect is moderated by LMX quality. We c…
Playful work design
In three different studies, we challenge the traditional view that work and play are mutually exclusive phenomena. We introduce the concept of playful work design – the proactive cognitive-behavioral orientation that employees engage in to incorporate play into their work activities to promote fun and challenge. In Study 1, we utilized expert-ratings and iterative exploratory factor analyses to develop an instrument that measures (1) designing fu…
Playful work design and employee work engagement
Drawing on self-determination and play theories, we develop a process model that proposes that daily playful work design (PWD; designing fun, designing competition) positively relates to employees' daily work engagement through basic psychological need satisfaction. A total of 162 Dutch employees filled out short surveys at the end of each workday for 2–5 days (603 observations). As hypothesized, employees were more engaged on the days they desig…
How to Cope with an Abusive Leader? Examinations of Subordinates’ Affective Reactions, CWB-O and Turnover Intentions
When subordinates experience abusive supervision, they often respond with “fight” (e.g., organizationally-directed counterproductive work behavior: CWB-O) or “flight” reactions (e.g., turnover intentions). Drawing on cognitive appraisal theory, we propose that negative (NA) and positive affect (PA) explain these distinct responses and that coworker emotional support differentially moderates the relationships of affective states with CWB-O and tur…
Daily playful work design
Daily job demands and employee work engagement
Using job demands-resources (JD-R) theory, the present study integrates the challenge stressor-hindrance stressor framework and leadership theory to investigate the relationship between daily transformational leadership behavior and employee work engagement. We hypothesized that daily transformational leadership behavior (a) sustains employee work engagement on days characterized by high challenge job demands, and (b) protects work engagement on …
Who takes the lead? A multi‐source diary study on leadership, work engagement, and job performance
Transformational leadership is associated with a range of positive outcomes. Yet, according to substitutes for leadership theory, there may be circumstances under which it is difficult, if not impossible, for leaders to inspire and challenge their employees. Therefore, we hypothesize that transformational leadership behaviors as well as employee self‐leadership strategies contribute to employee work engagement and job performance. Furthermore, we…
Daily transactional and transformational leadership and daily employee engagement
This diary study adds to the leadership literature by examining the daily influence of transformational leadership, contingent reward, and active management‐by‐exception ( MBE active) on followers' daily work engagement. We compare the unique contribution of these leadership behaviours and focus on the work environment to examine how these leadership behaviours influence followers' daily work engagement. While travelling by sail ship, 61 naval ca…
The influence of job and parental strain on typically and atypically developing children
This theoretical article tries to answer the question how job and parental strain influence the development of children. We propose a conceptual model with possible mediators and moderators of the relationship between job strain and child development. Research shows that parents experiencing strain are less involved with their children. Several propositions are developed regarding the consequences of reduced involvement for the child. It is propo…
Who takes the lead? A multi‐source diary study on leadership, work engagement, and job performance
Transformational leadership is associated with a range of positive outcomes. Yet, according to substitutes for leadership theory, there may be circumstances under which it is difficult, if not impossible, for leaders to inspire and challenge their employees. Therefore, we hypothesize that transformational leadership behaviors as well as employee self‐leadership strategies contribute to employee work engagement and job performance. Furthermore, we…
Playful work design
In three different studies, we challenge the traditional view that work and play are mutually exclusive phenomena. We introduce the concept of playful work design – the proactive cognitive-behavioral orientation that employees engage in to incorporate play into their work activities to promote fun and challenge. In Study 1, we utilized expert-ratings and iterative exploratory factor analyses to develop an instrument that measures (1) designing fu…
Daily playful work design
How to Cope with an Abusive Leader? Examinations of Subordinates’ Affective Reactions, CWB-O and Turnover Intentions
When subordinates experience abusive supervision, they often respond with “fight” (e.g., organizationally-directed counterproductive work behavior: CWB-O) or “flight” reactions (e.g., turnover intentions). Drawing on cognitive appraisal theory, we propose that negative (NA) and positive affect (PA) explain these distinct responses and that coworker emotional support differentially moderates the relationships of affective states with CWB-O and tur…
The influence of job and parental strain on typically and atypically developing children
This theoretical article tries to answer the question how job and parental strain influence the development of children. We propose a conceptual model with possible mediators and moderators of the relationship between job strain and child development. Research shows that parents experiencing strain are less involved with their children. Several propositions are developed regarding the consequences of reduced involvement for the child. It is propo…
Daily transactional and transformational leadership and daily employee engagement
This diary study adds to the leadership literature by examining the daily influence of transformational leadership, contingent reward, and active management‐by‐exception ( MBE active) on followers' daily work engagement. We compare the unique contribution of these leadership behaviours and focus on the work environment to examine how these leadership behaviours influence followers' daily work engagement. While travelling by sail ship, 61 naval ca…
Who takes the lead? A multi‐source diary study on leadership, work engagement, and job performance
Transformational leadership is associated with a range of positive outcomes. Yet, according to substitutes for leadership theory, there may be circumstances under which it is difficult, if not impossible, for leaders to inspire and challenge their employees. Therefore, we hypothesize that transformational leadership behaviors as well as employee self‐leadership strategies contribute to employee work engagement and job performance. Furthermore, we…
Daily job demands and employee work engagement
Using job demands-resources (JD-R) theory, the present study integrates the challenge stressor-hindrance stressor framework and leadership theory to investigate the relationship between daily transformational leadership behavior and employee work engagement. We hypothesized that daily transformational leadership behavior (a) sustains employee work engagement on days characterized by high challenge job demands, and (b) protects work engagement on …
Daily playful work design
Playful work design and employee work engagement
Drawing on self-determination and play theories, we develop a process model that proposes that daily playful work design (PWD; designing fun, designing competition) positively relates to employees' daily work engagement through basic psychological need satisfaction. A total of 162 Dutch employees filled out short surveys at the end of each workday for 2–5 days (603 observations). As hypothesized, employees were more engaged on the days they desig…
How to Cope with an Abusive Leader? Examinations of Subordinates’ Affective Reactions, CWB-O and Turnover Intentions
When subordinates experience abusive supervision, they often respond with “fight” (e.g., organizationally-directed counterproductive work behavior: CWB-O) or “flight” reactions (e.g., turnover intentions). Drawing on cognitive appraisal theory, we propose that negative (NA) and positive affect (PA) explain these distinct responses and that coworker emotional support differentially moderates the relationships of affective states with CWB-O and tur…
Strengths-based leadership and employee work engagement
Strengths-based leadership helps employees identify, utilize, and develop their strengths. Does such leadership facilitate employee work engagement and performance? In this study, we integrate Job Demands-Resources (JD-R) and Leader-Member Exchange (LMX) theories to hypothesize that strengths-based leadership is positively related to employee task performance through employee work engagement, and that this effect is moderated by LMX quality. We c…
Playful work design
In three different studies, we challenge the traditional view that work and play are mutually exclusive phenomena. We introduce the concept of playful work design – the proactive cognitive-behavioral orientation that employees engage in to incorporate play into their work activities to promote fun and challenge. In Study 1, we utilized expert-ratings and iterative exploratory factor analyses to develop an instrument that measures (1) designing fu…
Strengths-Based Leadership
Employee strengths use is associated with increased work engagement and reduced sickness absenteeism, and knowledge about how leaders can promote employee strengths use is rapidly developing. We performed a systematic review to a) summarize what is known about the conceptualization, operationalization, and nomological net of strengths-based leadership and about the relation between leadership and employee strengths use, and b) identify concerns t…
Different Levels, Same Relations? A Meta‐Analysis on the Homology of the Nomological Network of (Daily) Work Engagement
Work engagement has garnered significant attention from researchers and practitioners in recent decades, and several meta‐analyses have examined its stable, between‐person correlates. However, work engagement also has a dynamic component, meaning that it varies daily, across situations, and within individuals. Despite growing interest, the strength and direction of many associations within the nomological network of daily work engagement, as well…
Psychology (10 works) · Job Satisfaction and Organizational Behavior (9 works) · Social Psychology (9 works) · Work engagement (7 works) · Computer Science (5 works) · Employee engagement (5 works) · Political science (5 works) · Public relations (5 works) · Work (physics) (5 works) · Applied Psychology (4 works)