PurposeResearch on work engagement is flourishing and shows important links between work engagement and career success. However, a systematic account of the social-psychological origins of engagement is largely lacking. In the paper, the author develops a theoretical model and discusses how employees actively influence and are influenced by employees' leader's, colleagues' and partner's work engagement.Design/methodology/approachThe author integrates literatures on emotional contagion, team work engagement, leadership, proactive work behavior and work-to-family spillover. This results in a model of the social-psychological processes involved in work engagement.FindingsWork engagement is the result of various social-psychological processes. First, work engagement is contagious – colleagues, leaders and the intimate partner can be important causes of engagement. Second, work engagement emerges at the team-level when team members collectively experience high levels of vigor, dedication and absorption. Team members of engaged teams synchronize their activities well and perform better. Third, leaders may influence employee work engagement through fast (unconscious) and slow (conscious) influence processes. Fourth, employees may use social forms of proactive behavior to stay engaged in their work, including job crafting and playful work design. Finally, work engagement may spill over and enrich the family domain. The social-psychological model of work engagement shows how leaders, followers and family members provide, craft and receive (i.e. exchange) resources and facilitate each other's work and family engagement.Practical implicationsOrganizations may increase work engagement by using social-psychological interventions, including training sessions that foster fast and slow leadership, team-boosting behaviors and (team-level) job crafting and playful work design.Originality/valueWhereas most previous studies have focused on job demands and resources as possible causes of work engagement, the present article outlines the state of the field regarding the social-psychological processes involved in engagement.

中文翻译：

---

工作投入的社会心理学：领域现状

目的关于工作投入的研究正在蓬勃发展，并显示出工作投入与职业成功之间的重要联系。然而，在很大程度上缺乏对参与的社会心理起源的系统描述。在本文中，作者建立了一个理论模型，并讨论了员工如何积极影响员工的领导、同事和合作伙伴的工作投入。设计/方法/方法作者整合了关于情绪感染、团队工作投入、领导力、主动工作行为和工作对家庭的溢出效应。这导致了一个参与工作参与的社会心理过程的模型。发现工作参与是各种社会心理过程的结果。首先，工作投入是会传染的——同事，领导者和亲密伙伴可能是参与的重要原因。其次，当团队成员集体体验到高水平的活力、奉献精神和专注力时，团队层面的工作投入就会出现。参与团队的团队成员可以很好地同步他们的活动并表现得更好。第三，领导者可能通过快速（无意识）和缓慢（有意识）的影响过程来影响员工的工作投入。第四，员工可以使用主动行为的社会形式来保持他们的工作投入，包括工作制定和有趣的工作设计。最后，工作投入可能会溢出并丰富家庭领域。工作投入的社会心理模型显示了领导者、追随者和家庭成员如何提供、制作和接收（即交换）资源，并促进彼此的工作和家庭投入。