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Work intensification (WI) is a notable job stressor, which has been hypothesised to result in various negative outcomes for employees. However, earlier empirical studies regarding this stressor hypothesis have not yet been reviewed. Our narrative review focused on the outcomes for employees of WI as a perceived job stressor. Our review was based on selected qualitative and quantitative empirical studies (k = 44) published in peer-reviewed journals between the years 2000 and 2020. Altogether, the findings of these studies showed that WI was related to various negative outcomes for employees, such as impaired well-being and motivation, supporting the stressor hypothesis. Stressful WI manifested as perceived accelerated pace of work and increased effort and demands for effectivity at work. Nevertheless, other manifestations of WI (e.g. increased demands for learning) were not always associated with negative outcomes. The implications of these findings are discussed together with future directions. [ABSTRACT FROM AUTHOR]

To study the ever-increasing pace of work practices, we investigated leader experiences of intensified job demands (IJDs) and their effects on followers. Based on the challenge-hindrance approach, different kinds of job demands may produce either negative or positive work-related outcomes. Using this perspective, we investigated the leaders IJDs against their followers' satisfaction with them as leaders, follower evaluations of the leader-member exchange (LMX) relationship quality, and their personal well-being (burnout and work engagement). Of the four IJDs, (1) work intensification and (2) career-related planning demands were conceptualised as negative hindrances for leaders, whereas (3) job-related planning/decision-making and (4) knowledge/skill-related learning demands were conceptualised as positive challenges. The data included 236 leaders and 990 followers, analysed with multilevel modelling. Leader feelings of increasing pressure to autonomously plan their job associated positively with followers' satisfaction. These job planning demands also associated with lower burnout and higher work engagement among followers. Contrary to expectation, leaders' career planning demands were positively associated with follower engagement. Our findings contribute to leadership literature by providing novel evidence of the role of IJDs in leadership, not only as strenuous work demands, but also as positive challenges that can be beneficial for leader-follower relationships and follower well-being. [ABSTRACT FROM AUTHOR]