Work engagement and job performance

Breevaart, K., Bakker, A. B., Demerouti, E., & van den Heuvel, M. (2015). Leader-member exchange, work engagement, and job performance. Journal of Managerial Psychology30(7), 754-770 Comment by admin: Thank you for adding in so many headings. I appreciate it. However, you should have had a reference page and each of these headings should have represented a topic pertaining to your study.


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The purpose of the research is to examine the process of leader-member exchange in the follower’s job performances. The process is to examine the impacts of job performance based on the social understanding of work engagement for employees, and its process for creating reasonable leadership.

Research Method:

The research methodology consists of qualitative research patterns that apply the use of technology and social media in contemplating on changes which impacts job performance. The qualitative research methodology also focused on the changes as defined by the rise of technology, and social media in research.

Research Design:

The application of online questionnaires was central in collection of data and facts from the Dutch police units. The selected sample was an important support of the model of structural questioning in data analysis, and collection. The research design was central in processing, assisting, and increasing effective performance.


The sample of the research was a process for converting necessary ideas, and supporting different engagement processes to embark value, and how to fully engage in social changes. The sample size was 847 Dutch policemen and women in the force, which was a relative supporting aspect of the research problem.

Data collection Instruments:

The online questionnaire application was central in changing and increasing operational differences with the aim and process for engaging in differences amongst social community changes. The use of structural questioning model was also critical in processing necessary evidence, and facts from the research.


According to the research, the results invite a process for the rise and drop in changes between the leader-member leadership strategies. It was also an opportunity to define the changes in social differences, and how to support leadership processes.

Research Gap:

The research balances the importance of how leadership is based on high-member relations, and working conditions. Improving leadership is not through leading on a normal method or value, but also in supporting, developing, and demonstrating the change of leadership. It is a process for engaging social differences, plans, and how to meet exceptional changes.

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