Country differences in the relationship between leadership and employee engagement: A meta-analysis

Li, Peikai; Sun, Jessie; Taris, Toon W.; Lu, Xiaorong; Peeters, Maria C. W.

doi:10.1016/j.leaqua.2020.101458

Cited by 109 publications

(98 citation statements)

References 89 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Therefore, in some cultures with high power distance, employees may have less autonomy or have less motivation to change their job boundaries. For instance, in a recent meta-analysis, Li, Sun, Taris, Xing, and Peeters found that power distance moderates the relationship between leadership and work engagement [104]. Unfortunately, in our reviewed articles, no one has addressed the cross-culture issues.…”

Section: Limitations and Agenda For Future Researchmentioning

confidence: 96%

The Impact of Social Factors on Job Crafting: A Meta-Analysis and Review

Wang

Shi

2020

IJERPH

Self Cite

View full text Add to dashboard Cite

Despite the considerable focus on job characteristics and individual differences in job crafting research, the influence of social factors on job crafting has not been well-acknowledged. Based on social interaction and job crafting literature, this meta-analysis estimates the associations between social factors (i.e., organizational insiders and outsiders) and job crafting, and how these social factors contribute to employee outcomes through their job crafting. Based on a sample of 51 empirical studies that included 54 independent samples (N = 17,863), we found that social factors of positive leadership styles (e.g., empowering and transformational) and coworker support were positively related to employee job crafting. Moreover, leadership showed a stronger correlation with employee job crafting than coworker support and Leader-Member-Exchange (LMX). Further, our study showed that employee job crafting positively mediates the relationships between social factors and work outcomes (e.g., job performance and well-being). Our study contributes to job crafting literature by integrating social factors into the job crafting model and demonstrating that the social context of work (in particular organizational insiders) plays a crucial role in shaping employees’ job crafting behavior. We also emphasize the critical role that job crafting plays in transmitting valuable social resources into improved work outcomes. Building on our results, we provide future direction for job crafting research and discuss how our results can imply practice in terms of job crafting training.

show abstract

Section: Limitations and Agenda For Future Researchmentioning

confidence: 96%

The Impact of Social Factors on Job Crafting: A Meta-Analysis and Review

Wang

Shi

2020

IJERPH

Self Cite

View full text Add to dashboard Cite

show abstract

“…Moreover, specific leadership styles -servant, empowering, ethical, charismatic, positively correlates with employee engagement (Li et al, 2021). Furthermore, authentic leaders positively correlate not only with employee performance but also with their quality of life (Audenaert et al, 2021).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

New Generation’s Expectations for 21st Century Leader and Perception by Young Employees of Leadership in Organizations

Gigauri

Mushkudiani

2021

EJMMS

View full text Add to dashboard Cite

The purpose of the paper is to research young employees' attitudes toward leadership in their organizations and gender role in leadership. The study explores what expectations have young people towards leadership behavior and leadership traits. It opted for a quantitative research approach using the descriptive research method. The data was collected with the survey, and the questionnaire was distributed through the Internet. The gathered data was analyzed through MS Excel and SPSS. The research provides empirical insight on the perception of the Georgian young generation to both man and woman leaders. The study results contribute to organizations in their efforts to attract young employees with leadership skills and pave the way for further research of ethical leadership and gender differences in organizational leadership. Article visualizations:<img src="/-counters-/edu_01/0791/a.php" alt="Hit counter" />

show abstract

“…For this reason, it is necessary for regional general hospitals in Indonesia to improve their performance through leadership styles. Leadership is closely related to organizational performance outcomes (Li et al, 2021). It is expected to improve the performance of regional general hospitals in Indonesia, particularly at Undata Regional General Hospital in Palu.…”

Section: Literature Review and Hypothesismentioning

confidence: 99%

Effect of servant leadership on the performance of a regional general hospital

Daswati

Buntuang

Hattab

et al. 2021

Problems and Perspectives in Management

View full text Add to dashboard Cite

Currently, leadership becomes the concern of studies in public organizations. However, studies on servant leadership and its impact on hospital performance are still limited. This study aims to identify the relationship and impact of servant leadership on organizational performance (hospital). A quantitative approach was used on a sample of 729 healthcare workers at the Undata Regional General Hospital in Palu. The sampling was based on the Slovin formula with an error rate of 5%, thus it involved 258 respondents. Further, the sample was selected using a random proportional sampling technique to represent each field in the hospital. The data were analyzed using descriptive statistics and simple linear regression analysis with hypothesis testing. The results of descriptive analysis on the servant leadership variable showed that the highest mean value is the item stating that leadership in the hospital has a thorough understanding of the organization and its goals. Meanwhile, the lowest is the item stating that leaders sacrifice their interests less to meet the needs of healthcare workers. In the organizational performance variable, the highest mean value is the item that states that healthcare workers can work effectively every working day, while the lowest is the item of patients complaining about healthcare procedures. Furthermore, the results of regression analysis through hypothesis testing showed that servant leadership has a significant effect on organizational performance of hospitals with a strong level of relationships.

show abstract

Country differences in the relationship between leadership and employee engagement: A meta-analysis

Cited by 109 publications

References 89 publications

The Impact of Social Factors on Job Crafting: A Meta-Analysis and Review

The Impact of Social Factors on Job Crafting: A Meta-Analysis and Review

New Generation’s Expectations for 21st Century Leader and Perception by Young Employees of Leadership in Organizations

Effect of servant leadership on the performance of a regional general hospital

Contact Info

Product

Resources

About