Leadership and Team Values Shape Employee Engagement: Test of a Multilevel Moderated Mediation Model (original) (raw)
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International Journal of Modern Trends in Social Sciences, 2019
Employee engagement helps businesses in attaining its goals. Employee engagement has been at the center of attention for human resource personnel and researchers who stated that employee engagement can be a key driver of an organization's business success. In Palestine only 11% of employees are engaged in work. Many researchers recently have found that transformational leadership style has an impact on the work engagement of employees. The population involved in this study includes 5281 full-time employees of which a sample of 328 employees was selected. Moreover, this study is considered to be the first local method to find and analyse the current causal effect of perceived transformational leadership style on employee engagement within the context of Palestine. The data was analysed using Confirmatory Factor Analysis (CFA), using Structural Equation Modeling (SEM). Analysis of Moments Structure (AMOS) was employed to answer the research questions and to test the hypotheses in this study. Results found that transformational leadership style has a significantly effect on employee engagement. Results show that transformational leadership is perceived to be more effective leadership in Palestine context. In conclusion, these study findings supported the hypothesis, answered the research question, and achieved the objectives of this study. Additionally; this study has successfully addressed the gaps found in previous literature review has contributed to the body of knowledge, as well as in providing useful implications to the industry in the context of Palestine and Middle Eastern Region.
Leadership Styles and Work Engagement: The Mediating Role of Organizational Trust
Journal of Social Sciences Review
Leadership is considered the main asset for organizational success, as it leads to the work-life satisfaction of employees. Since employees are the backbone of any organization, workforce analytics are also believed to be of paramount importance in this competitive world. This research aims to investigate the influence of leadership styles (autocratic, visionary, and ethical leadership) on work engagement. The framework of the study was underpinned with Theory X and Theory Y. Total of 191 finalized responses out of 250 were gathered from professionals working on leadership roles in national and multinational organizations of the beverages industry of Pakistan. SMARTPLS was used for analyzing the validity and reliability of constructs and hypothesis testing. All hypotheses were accepted which shows the significant relationships of the proposed framework of the study, except the relationship between autocratic leadership and work engagement along with its mediating correlation with or...
Drawing on leader−member exchange and crossover theory, this study examines how leaders' work engagement can spread to followers, highlighting the role of leader−member exchange as an underlying explanatory process. Specifically, we investigate if leaders who are highly engaged in their work have better relationships with their followers, which in turn can explain elevated employee engagement. For this purpose, we surveyed 511 employees nested in 88 teams and their team leaders in a large service organization. Employees and supervisors provided data in this multi-source design. Furthermore , we asked the employees to report their annual performance assessment. We tested our model using multilevel path analyses in Mplus. As hypothesized, leaders' work engagement enhanced leader−member exchange quality, which in turn boosted employee engagement (mediation model). Moreover, employee engagement was positively linked to performance and negatively linked to turnover intentions. As such, our multilevel field study connects the dots between work engagement research and the leadership literature. We identify leaders' work engagement as a key to positive leader−follower relationships and a means for promoting employee engagement and performance. Promoting work engagement at the managerial level may be a fruitful starting point for fostering an organizational culture of engagement.
IJOPEC, 2019
Technological change and development affect the way firms carry on business. Employees, who have higher level of education, increased awareness, and more sensitivity to environment today as compared to the past, have also more sensitive perception and attitude towards their jobs and work environment. Employers and organizations increasingly need employees who have high job satisfaction and organizational commitment, do not exhibit negative behaviors by acting as a part of their organization and being a team member, and display value-oriented work and interaction (Şen and Mert, 2019). In this respect, transformational leadership is needed to ensure employee participation in business processes and increase job satisfaction. Based on these assessments, the research here aims to investigate the mediation role of work engagement in the influence of transformational leadership on job satisfaction.
The Effect of Leadership Style on Employee Engagement: The Moderating Role of Task Structure
Open Journal of Social Sciences
According to the social exchange theory, based on the 335 valid questionnaire data, the article uses the hierarchical regression method to examine the influence of authoritarian leadership and charismatic leadership on employee engagement and the moderating effect of task structure. The results show that charismatic leadership is significantly positively correlated with employee engagement, and there is a significant positive correlation between vigor, dedication and absorption. Authoritarian leadership is significantly negatively correlated with employee engagement, and is significantly negatively correlated with vigor and dedication. The task structure plays a moderating role between authoritarian leadership and employee engagement. Studies have shown that combined with contextual factors can better explain the role of leadership quality in leadership effectiveness, and also provide guidance and suggestions for leadership selection and practice, that is, in the context of high-task structure, organizations should prioritize the selection of individuals with authoritarian orientation as leaders.
An Examination of Job Engagement, Transformational Leadership, and Related Psychological Constructs
2008
Job engagement is an emerging psychological construct that purports to measure individuals' level of psychological presence at work. The concept has received attention in both the academic literature and in industry. In the academic literature three measures of engagement exist that were examined in this research (Schaufeli, Britt, & Shirom). However, engagement has undergone little critical examination beyond factor analyses. This research sought to critically examine the concept of engagement as well as provide empirical evidence regarding its place in the nomological network of job attitudes. Both theoretically and empirically, engagement has been linked to personality and leadership variables; however, no research to date has attempted to examine all three concepts together. This research additionally sought to link engagement, personality, and leadership in a theoretically based model. Participants (N=382) at mid-sized financial institution completed a survey comprised of demographic items, attitude measures, a leadership measure, and a personality measure. Results indicated that the Schaufeli and Britt measures of engagement substantially overlap with job satisfaction and affective commitment; however, the Shirom measure (called vigor) is not redundant with job satisfaction or affective commitment. Hypothetical models of engagement, personality, and leadership were not good fits with the data; however, two modified models (one with Schaufeli's engagement and one with Shirom's vigor) had marginally acceptable fits. Further, hierarchical regressions indicated a strong connection between engagement and leadership and between engagement and personality. It seems that every so often a "new" concept comes along that offers organizations prosperity with little cost. Engagement is a popular and positive concept that is appealing to both practitioners and academics. Engagement, as a construct, is not a silver bullet for organizations. However, engagement or vigor may be a useful concept for organizations as both a selection instrument and as a way to assess the relative states of fulfillment of employees, groups, and organizations. Future directions for research and recommendations are discussed.
2016
BACKGROUND/OBJECTIVE: To understand how perceived authentic leadership translates into work engagement, this study hypothesize that perceived authentic leadership facilitates positive conditions of well-being, which in turn predict employee work engagement. This study asserts that each of the three mediating paths comprising life, workplace, and psychological well-being, is expected to mediate the relationship based on the conservation of resources (COR) theory and relational perspective. METHODOLOGY: Data were collected from the two-wave survey of 150 full-time employees and analyzed using the PROCESS macro in SPSS. An additional analysis to identify well-being sentiment was conducted using NodeXL with Twitter data. RESULTS: The results indicated only workplace well-being has a mediational effect between perceived authentic leadership and work engagement. The additional analysis found that workplace well-being is the central tenet of interaction between people in social media. CONCLUSIONS: These findings demonstrate the importance of workplace well-being in promoting work engagement.
The Role of Leadership Style in Employee Engagement
This paper explores the relationship between leadership styles and engagement in the workplace. The competitive global markets are forcing organizations to look past their products and the bottom line and move beyond just employee motivation and towards having an engaged workforce. Due to globalization, companies are changing their structure and competing in a bigger arena. Most of these organizations used to think of capital simply as shares, cash, investments, or some sort of wealth. Over the years, these organizations have changed their views and have added employee development and performance management as a strategic business priority to set them apart from their competition. With this shift, organizations are adding more value to their employees and their employees' skill sets (Heger, 2007). Talent management has emerged as an area in which organizations, and especially human resource professionals, can spend time and resources to develop a workforce that gives them a competitive and strategic advantage. Organization use talent management in order to achieve some of their goals, such as competitive advantage, retention, and increase productivity. For the purpose of this paper we will focus on one aspect of talent management, motivation, that leads to some of these desired organizational outcomes and take it a step further by approaching it through the engagement lens. Engagement impacts various organizational outcomes, such as retention and productivity. To accomplish their talent management goals, organizations must move beyond employee motivation strategies and towards increasing the levels of employee engagement. Having engaged employees has become crucial in a time where organizations look to their employees to take initiative, bring innovation, and be proactive with solutions to current needs. Organizational leaders are in the position to increase their employees' engagement levels and do more than just motivate them. The purpose of this paper is to explore what type of leadership style is more conducive to increasing the levels of employee engagement. First, employee engagement and leadership are discussed followed by an exploration of what leadership style is more conducive to increasing employee engagement levels. Lastly, implications and conclusions bring this paper to a close.
Drivers of Employee Engagement: The Role of Leadership Style
The primary objective of this research article is to study the drivers of employee engagement especially the influence of leadership style. The article has used a multi-cross-sectional descriptive design. The empirical study is based on the data collected from 340 front-line employees from five organizations across the service sector in the Delhi-National Capital Region (NCR). The results from this study reveal significant relationships between leadership styles and employee engagement. A moderating influence of age and education was also found in the relationship between leadership styles and employee engagement. The study highlights the importance and the significant role of employee engagement and the role leadership styles play in developing a culture of engagement. Appropriate leadership styles and human resource (HR) practices that drive engagement need to be fostered in organizations to drive performance. The instruments used for the study are Multi-factor Leadership Questionnaire (MLQ-5X Short Rater Form) for leadership style and E3 (Development Dimensions International [DDI]) to capture employee engagement.
International Journal of Management Thinking
Organizational performance is the combined efforts of the employees and leadership. Their effective engagement and better working relationships enhance organizational performance and effectiveness. Open communication among employees and Leadership bolsters organizational performance and provides social, emotional, psychological, ethical, and moral support, safety, and security. This study explores employee engagement's mediating role in assessing Small and Medium Enterprises (SMEs). A mixed methodology was adopted for the study. In the first step, a Systematic Literature Review (SLR) was adopted as a methodology for the analysis. In the second stage, a case study supported the study's findings. The study found that leadership style affects organizational performance. Moreover, employee engagement has a significant effect on organizational performance. The study also proposed a model based on the content review, which is recommended to be tested in different contexts and in...