Illegitimate tasks are responsibilities that fall outside the accepted scope of an employee’s role and have been shown to negatively impact employee well-being, especially in the public sector. Despite repeated calls for multilevel models to explore whether the negative effects of illegitimate tasks can be mitigated by leadership behaviour, research remains limited. This study examines how the two dimensions of illegitimate tasks, unnecessary and unreasonable tasks, are associated with work engagement, stress, and turnover intention employing multilevel analysis while exploring the moderating role of transformational leadership. Using questionnaires and register data from a Swedish municipality, the study included 1721 employees. The findings indicate that more unnecessary and unreasonable tasks decrease work engagement, increase stress levels, and make it more likely that employees intend to leave their jobs. Moreover, aggregated at the workgroup level, transformational leadership moderates the relationship between unreasonable tasks and turnover intention. Specifically, higher levels of transformational leadership reduce the negative effects of unreasonable tasks on turnover intention. A similar trend is observed for the relationship between unnecessary tasks and stress, where transformational leadership marginally buffers this association. The findings in the study suggest that organisations should prioritise enhancing task alignment to minimise the prevalence of illegitimate tasks. However, as eliminating such tasks entirely may be challenging, fostering transformational leadership behaviours could help mitigate their negative impact, particularly on turnover intention.

Illegitimate tasks violate the norms of what is considered part of the employee's work role and have been found to harm individuals, groups and organisations. The purpose of this study was to investigate the relationship between key organisational conditions - span of control, recruitment needs, administrative support and organisational changes - and the prevalence of unnecessary and unreasonable illegitimate tasks experienced by managers and their subordinates. Data were collected from a sample comprising 80 managers and 863 subordinates in a Swedish municipality using questionnaires to assess their perceptions of illegitimate tasks. Organisational conditions were collected from the human resources register in the municipality. Multilevel analysis results reveal a positive association between the size of workgroups and illegitimate tasks; the more subordinates per workgroup, the more unnecessary and unreasonable tasks managers reported and the more unreasonable tasks the subordinates reported. These findings hold practical implications for organisations because they indicate that illegitimate tasks can be reduced by decreasing the number of employees in larger workgroups.

The study aims to develop and psychometrically test an instrument to assess trust in public sector organizations. Although trust-based management is of interest in many municipalities in the Nordic countries, an instrument to assess trust adapted for this context is lacking. The present study complies with Luhmann’s system theory and commonly used instruments in this tradition. Data from 240 first-line managers (RR 75%) and 1,871 employees (RR 47%) from all departments in one Swedish municipality were analyzed with a multi-level approach. Out of 16 initial items presented to first-line managers and employees, 8 were retained after the psychometrical testing in both samples. Factor loadings at both within and between levels, and the multilevel homology when exploring convergent and criterion-related validity, showed a similar pattern of two distinct factors. Similar to other previously developed instruments, Supervisory Trust was one dimension. The second construct Organizational Trust included items on trust in politicians and administrative specialists, in addition to trust in top-level managers. The Public Sector Organizational Trust Inventory can be recommended for use in future research on trust at individual as well as group levels.

Most work on activity-based working centers on the physical environment and digital technologies enabling flexible working. While important, we believe the key components for implementing activity-based working are employee and manager behaviors. To measure the degree of enactment of activity-based work, based on workshops with experienced practitioners as well as previous literature, we have developed and validated a behavior-focused measure of activity-based working behaviors. In our initial sample (Sample 1, N = 234), three subscales were identified: task - environment crafting, workday planning, and social needs prioritization. In the replication sample (Sample 2, N = 434), this model also showed adequate fit. Moreover, task - environment crafting was related to general health and lower stress in sample 1 (multi-organization sample), but not in the single-organization sample (sample 2). Workday planning was associated with higher concentration in both samples and in the second sample with general health and work engagement; the latter was also related to social needs prioritization.