Positive organisation: The role of leader behaviour in work engagement and retention

Mendes, Fallen; Stander, Marius W.

doi:10.4102/sajip.v38i1.900

Cited by 47 publications

(64 citation statements)

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“…For those who viewed their relationship with their manager as poor, perceived opportunities for development did not translate into meaningfulness, and consequently did not foster engagement. This supports and extends previous studies that show how supportive and motivational line managers enable the positive effects of job and organizational resources, such as job clarity and employee development, to occur (Kuvaas & Dysvik, 2010;Mendes & Stander, 2011). It highlights how social exchange theory (Blau, 1964) may not necessarily explain the psychological process through which personal development translates into engagement, but rather how it may identify the boundary conditions that those psychological processes operate in (cf Kuvass et al, 2012;.…”

Section: Discussionsupporting

confidence: 73%

“…Given that there is emerging evidence that resources interact to influence engagement, it is important to further examine potential moderation effects to advance engagement theory. For example, Zhu, Avolio and Walumbwa (2009) found that follower characteristics strengthened the positive relationship between transformational leadership and follower work engagement; and Mendes and Stander (2011) revealed that empowering leadership interacted with role clarity to influence engagement.…”

Section: The Moderating Role Of Perceived Line Manager Relationsmentioning

confidence: 99%

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How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

Fletcher

2016

The International Journal of Human Resource Management

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There is an increasing need to understand the psychological processes that link personal development with employee engagement, particularly the boundary conditions at which these occur. The current study sought to meet this need by testing whether perceived opportunities for development are positively associated with job engagement indirectly through the experience of meaningfulness, and whether this indirect relationship is conditional on the level of perceived line manager relations. Questionnaire data was collected from 152 UK workers from a range of occupations and organizations. The results found support for all the hypotheses. In particular, the positive effects of perceived opportunities for development on job engagement (measured one month later) via meaningfulness was only significant for those who perceived that they had a good relationship with their line manager. Thus, there is a need for line managers to develop high quality relationships with their direct reports in order for development practices to translate into positive psychological outcomes. Engagement theory could be advanced by further understanding broaden-and-build and social exchange processes. IntroductionProviding opportunities for personal development is a crucial practice within a human resource management (HRM) system because such opportunities develop human capital resources within the organization, which enable sustained competitive advantage (Lee & Bruvold, 2003). Moreover, opportunities for development are important for facilitating employee engagement (Bakker & Bal, 2010;Sarti, 2014;Shuck, Twyford, Reio, & Shuck, 2014). Engagement is defined as the authentic, simultaneous expression of one's emotional, cognitive, and physical dimensions of the self whilst performing one's job role (Kahn, 1990).In doing so, personal development connects the individual with their work context because "they provide pathways for employee growth and fulfillment" (Crawford, Rich, Buckman, & Bergeron, 2014, p.61). Over recent years initiatives to improve employee engagement have become widespread because of their potential to leverage organizational success through harnessing the motivation and spirit of its employees (Saks & Gruman, 2014). As HRM practitioners are often responsible for leading organizational change initiatives that seek to improve employee engagement through human resource (HR) practices (Arrowsmith & Parker, 2013;Reissner & Pagan, 2013), and given that a recent evidence synthesis shows that employee perceptions of development are associated with engagement (Bailey, Madden, Alfes, & Fletcher, 2015), it may be particularly useful for HRM researchers to examine the psychological processes that underpin the relationship between personal development and engagement in more depth. Currently, there is a lack of understanding of how personal development leads to engagement, and in what circumstances this process occurs. This is important to address because it provides practical recommendations on how development practices can be best desi...

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Section: Discussionsupporting

confidence: 73%

Section: The Moderating Role Of Perceived Line Manager Relationsmentioning

confidence: 99%

How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

Fletcher

2016

The International Journal of Human Resource Management

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“…Research has shown that emphasising positive organisational behaviour impacts strongly on individual and group-related behaviours in organisations (Lyubomirsky, 2013;Mendes & Stander, 2011;Seligman, 2011). Since 2002, there has been an increase in research dealing with diversity issues and positive organisational behaviour, distinguishing between positive findings in diversity research and positive approaches to studying diversity (Ramarajan & Thomas, 2010).…”

Section: Introductionmentioning

confidence: 99%

Perspectives of female leaders on sense of coherence and mental health in an engineering environment

Mayer

Zyl

2013

SA j ind psychol

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Orientation: Positive organisational behaviour impacts strongly on various individual and work-related outcomes. Gender perspectives in this paradigm have not yet been comprehensively researched.Research purpose: This article explores female perspectives on mental health and sense of coherence. The aim is to promote an understanding of gender-related subjective perceptions on mental health and sense of coherence from an emic perspective.Motivation for the study: Limited research exists regarding the perceptions of positive leadership behaviour of female leaders within South African who experience unique challenges within the business environment and remain healthy at the same time.Research design, approach and method: Data from a mixed-method research study are presented, thereby providing insights into quantitative and in-depth qualitative empirical data from 15 female leaders. The study followed a single, embedded case study approach.Main findings: The main findings show that sense of coherence, mental health and gender awareness are connected. Female leaders with a high sense of coherence refer to gender in a positive or neutral way in a male-dominated work environment. The results emphasise individual and social health-promoting strategies in an organisation and the way personal life orientation contributes to individual (mental) health.Practical/managerial implications: Organisations need to focus more on promoting mental health in terms of gender and gender-related positive psychology frames.Contribution/value-add: This study contributes to the literature on gender within the positive organisational behaviour paradigm, presents recommendations for future research and highlights the practical implications for organisations.

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“…O aspeto cognitivo do engagement dos colaboradores relaciona-se com as suas crenças na organização, nos seus líderes e nas suas condições de trabalho (Kular, Gatenby, Rees, Soane & Truss, 2008). As organizações, que se pretendam destacar e assumir uma posição de mercado sólida e estável, compreendem a importância de colocar maior ênfase no seu capital humano e na sua competente gestão (Mendes & Stander, 2011). Apesar de já se verificar a existência de alguns estudos sobre o engagement em organizações portuguesas (e.g., Rebocho, Semedo & Santos, 2011;Rodrigues & Barroso, 2008) ainda não existem estudos focalizados sobre o engagement nas empresas da zona do Vale do Ave.…”

Section: Motivação Para a Escolha Do Temaunclassified

“…Atualmente vive-se num ambiente empresarial caraterizado por uma elevada competitividade e constante transformação (Mendes & Stander, 2011). A era da globalização, do conhecimento e da implacável inovação tecnológica deu origem a um ambiente empresarial com complexidades e incertezas sem precedentes.…”

Section: Introdução Enquadramentounclassified

A importância da liderança para o engagement dos colaboradores nas empresas do Vale do Ave

Carneiro

Costa

2014

iirh

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Atualmente é impossível dissociar a importância do fator humano como capacidade única e especial de criar soluções e organizar recursos canalizando energias no sentido de se alcançarem resultados distintos numa organização. As organizações modernas já se aperceberam que quando se concentram no engagement dos seus colaboradores estão a potenciar a criação de equipas de trabalho mais eficientes e produtivas (Kompaso & Sridevi, 2010). O conceito de engagement ganhou ímpeto devido ao seu valor preditivo para o desempenho no trabalho e compromisso organizacional (Bakker, 2009; Schaufeli & Salanova, 2007; Hakanen et al., 2006). Embora existam diferentes pontos de vista sobre o conceito de engagement (Bakker, Schaufeli, Leiter & Taris, 2008), este pode ser definido como um estado psicológico ativo e enérgico que promove a mobilização de recursos, mesmo em condições mentalmente desafiadoras (Hakanen & Schaufeli, 2012), caraterizado por elevados níveis de energia e vigor, dedicação e entusiasmo, e também de absorção pelo trabalho (Schaufeli & Salanova, 2007). No entanto, as organizações são, cada vez mais, constituídas por grupos de trabalho complexos e heterogéneos em que cada indivíduo tem caraterísticas distintas o que acarreta grandes desafios para os líderes contemporâneos, não só no que concerne a gerir eficazmente esta força de trabalho diversificada, mas também, em termos de envolvê-los com os propósitos das organizações de forma a que consigam encontrar significado pessoal no seu trabalho. Praticamente a maioria dos modelos de saúde ocupacional coloca em foco, nas suas análises, o stress no trabalho e a respetiva tensão associada negligenciando os potenciais efeitos positivos do trabalho como o engagement. Assim, há uma necessidade de abordagens mais equilibradas que incluam não só a tensão relativa ao trabalho mas também o bem-estar do trabalhador (Bakker & Schaufeli, 2008). O objetivo principal deste estudo foi determinar o impacto da liderança nos níveis de engagement dos trabalhadores da sub-região do Ave. Pretendeu-se explorar os níveis de engagement nas organizações da sub-região do Ave, perceber se existe relação entre as dimensões da liderança e o engagement no trabalho, e identificar qual o estilo de liderança que representa o maior preditor do engagement dos colaboradores. Na fundamentação teórica desta pesquisa abordaram-se vários estilos de liderança, designadamente, aqueles de maior destaque, enquadrados na perspetiva dos comportamentos do líder – orientação para a relação, orientação para a tarefa e orientação situacional. Foi também realizada uma fundamentação sobre o engagement e sobre alguns dos seus possíveis preditores. Para a avaliação dos estilos de liderança utilizou-se a Escala de Avaliação de Estilo Gerencial (EAEG) na sua forma final (Melo, 2004) e na aferição do engagement utilizou-se o Questionário do Bem-estar no Trabalho (UWES-17) (Schaufeli & Bakker, 2003; Trad: Porto-Martins & Benevides-Pereira, 2008). Pretendeu-se ainda avaliar o impacto dos fatores sociodemográficos no engagement.Os participantes consistiram em 334 trabalhadores de empresas de diversos setores da sub-região do Ave, aos quais foi aplicado um questionário. Os resultados permitem concluir que o número de trabalhadores que vivenciam o engagement 191 (57,2) é superior ao dos trabalhadores que não o vivenciam 143 (42,8). Os resultados do estudo confirmam que existe uma relação positiva entre o estilo de liderança centrado no relacionamento e o engagement dos colaboradores. Os resultados confirmam também que existem diferença entre os fatores sociodemográficos, nomeadamente, o género, a idade, o nível de escolaridade e o tempo ou experiência de trabalho, e o engagement. Para visualização deste resumo em língua inglesa, selecione o ícone correspondente ao idioma no menu lateral direito.

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Positive organisation: The role of leader behaviour in work engagement and retention

Cited by 47 publications

References 0 publications

How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations

Perspectives of female leaders on sense of coherence and mental health in an engineering environment

A importância da liderança para o engagement dos colaboradores nas empresas do Vale do Ave

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