Engaging leadership and work engagement as moderated by “<i>diuwongke</i>”: an Indonesian study

Rahmadani, Vivi Gusrini; Schaufeli, Wilmar B.

doi:10.1080/09585192.2020.1799234

Cited by 41 publications

(36 citation statements)

References 62 publications

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“…For example, a study among Australian employees found that engaging and transformational leadership each loaded on a separate factor instead of collapsing into one common factor (Smith, 2018 ). Furthermore, another study showed that both engaging and transformational leadership explained independently from each other similar amounts of variance of work engagement of Indonesian employees (Rahmadani and Schaufeli, 2020 ).…”

Section: The Concepts Of Work Engagement and Engaging Leadershipmentioning

confidence: 99%

“…Employees' perception of engaging leadership can be measured using a short self-report questionnaire consisting of three items for each of the four aspects; the Engaging Leadership Scale (ELS; see Appendix). Several studies using confirmatory factor analysis confirmed that the ELS contains four components: inspiring, facilitating, strengthening, and connecting (Rahmadani and Schaufeli, 2020;Rahmadani et al, 2020a;Nikolova et al, 2021). However, these components are so closely related that, practically speaking, it is more convenient to use the total score of the ELS.…”

Section: The Measurement Of Engaging Leadershipmentioning

confidence: 99%

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Engaging Leadership: How to Promote Work Engagement?

Schaufeli

2021

Front. Psychol.

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This paper introduces the notion of engaging leadership and reviews the empirical work done so far. Engaging leadership is defined as leadership behavior that facilitates, strengthens, connects and inspires employees in order to increase their work engagement. It can be measured with a reliable and valid self-report scale. As predicted by Self-Determination Theory, on which the concept of engaging leadership is based, basic need satisfaction mediates the relationship between engaging leadership and work engagement. This is true both for individual employees as well as the team level. In addition, job characteristics (job demands and job resources) seem to play a similar mediating role, just as personal resources. Furthermore, research shows that engaging leadership has a beneficial effect on individual and team performance which illustrates its relevance for organizations. Future research should focus, amongst others, on the opposite of engaging leadership (i.e., disengaging leadership) and interventions to foster engaging leadership. Moreover, alternative affective, cognitive and behavioral pathways should be explored that might play a role in addition to the motivational (through need fulfillment) and material (through job characteristics) pathways that have been investigated so far.

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Section: The Concepts Of Work Engagement and Engaging Leadershipmentioning

confidence: 99%

Section: The Measurement Of Engaging Leadershipmentioning

confidence: 99%

Engaging Leadership: How to Promote Work Engagement?

Schaufeli

2021

Front. Psychol.

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“…On the contrary, another study found that only PsyCap positively correlated with employee's Work Engagement, while a positive leadership style had a non-significant effect (Pugar and Parahyanti, 2018). Some studies also found that when combined with other engaging leadership and organizational culture, the positive leadership style (i.e., Transformational Leadership) still contributed a positive impact on Work Engagement (Arifin et al, 2014;Rahmadani and Schaufeli, 2020). Without considering the role of job resources such as organizational support and positive leadership styles, PsyCap showed a positive impacted on Work Engagement (Percunda and Putri, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…Although Work Engagement tends to be consistent across different cultures and contexts (Klassen et al, 2012), the contribution of Authentic Leadership and PsyCap as the antecedents of Work Engagement might not always be consistent. In Indonesia, positive leader behaviors could have improved Work Engagement (Arifin et al, 2014;Rahmadani and Schaufeli, 2020;Wirawan et al, 2020). However, employees might also need different resources to deal with day-to-day work demands .…”

Section: Introductionmentioning

confidence: 99%

Investigating the effect of authentic leadership and employees' psychological capital on work engagement: evidence from Indonesia

Niswaty

Wirawan

Akib

et al. 2021

Heliyon

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This study aims at investigating the positive effect of Authentic Leadership on Work Engagement and the mediating role of Psychological Capital (PsyCap). This study employed the Jobs Demands Resource (JD-R) model theory to explain the contribution of Authentic Leadership and PsyCap on Work Engagement. Also, the direct effect of Authentic Leadership on employees' PsyCap was examined. This study randomly selected participants from 1,120 employees in one of the largest public service offices in Indonesia. 192 employees (male ¼ 120 or 62.5%) fully participated in a three-wave data collection. By using a Structural Equation Modeling (SEM) technique, this study confirmed that the proposed theoretical model (χ 2 /df ¼ 2, p < .05, RMSEA ¼ .07, SRMR ¼ .07, CFI ¼ .95) showed a better fit than the alternative model (χ 2 /df ¼ 3, p < .05, RMSEA ¼ .09, SRMR ¼ .09, CFI ¼ .85). The results also confirmed that Authentic Leadership and PsyCap directly predicted Work Engagement. Furthermore, the indirect effect of Authentic Leadership on Work Engagement was positively mediated by employees' PsyCap. Authentic Leadership in Indonesian public organizations may provide a tremendous impact on employees' PsyCap and Work Engagement. This study has provided new insight into the application of the JD-R model in Indonesian public organizations. Discussion, implications, limitations, and future research directions are included.

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“…Many works are devoted to engaging and inspiring leadership, which is especially relevant in the context of crises, uncertainty and unpredictability, and increased stress factors. For example, in the works of the authors Rahmadani and Schaufeli (2020), one can see positions on the need for leadership, the tools of which are the involvement of employees in innovative processes.…”

Section: Analysis Of Available Researchmentioning

confidence: 99%

Leadership Competencies of Flexible Teams of Innovative Projects of Enterprises

Apenko¹,

Omsk²,

Romanenko³

2021

International Scientific Conference EMAN – Economics and Management: How to Cope With Disrupted Times

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Management of innovative projects of enterprises is carried out in conditions of high uncertainty and dynamism of environmental factors. Flexible management methodologies, which have been gaining popularity in recent years, are most suitable for such conditions. To ensure the flexibility of all project management, flexible teams are required, able to quickly adapt to changing situations and develop their competencies under new conditions. For flexible teams, new forms of leadership are particularly important, such as transformational, shared, team-based, and inspirational. However, there is a scientific and practical problem, which is the lack of scientifically based technologies of these forms of leadership and evidence of their impact on the quality of project activities. The purpose of the proposed study: to analyze the state and potential for the introduction of new forms of leadership in flexible teams, to show the relationship between the forms of leadership and the success of innovative projects of enterprises. The study was conducted using sociological and statistical methods, in particular, using a questionnaire and establishing the influence of leadership forms on the success indicators of the project. At the same time, the forms of leadership are studied as a set of different leadership competencies of project managers and project team members. Leadership competencies include: the ability to generate ideas and convince others of their usefulness, skills of involvement in teamwork, motivation to emotionally influence team members, and other competencies. The study proved that modern forms of leadership determine the success of innovative projects. They affect such indicators as effective use of project resources, the satisfaction of different groups of stakeholders, team development, achievement of project goals, and others. This conclusion, as well as the research methodology, can be attributed to the provisions that have scientific novelty and develop project management. The materials are of interest to researchers and specialists who study and develop issues of project team management in practice.

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Engaging leadership and work engagement as moderated by “diuwongke”: an Indonesian study

Cited by 41 publications

References 62 publications

Engaging Leadership: How to Promote Work Engagement?

Engaging Leadership: How to Promote Work Engagement?

Investigating the effect of authentic leadership and employees' psychological capital on work engagement: evidence from Indonesia

Leadership Competencies of Flexible Teams of Innovative Projects of Enterprises

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