Supervisory behaviour and employee work engagement: interpersonal and institutional trust as mediator

The effects of leaders’ abusive supervision on employees’ work engagement: a moderated-mediation model of employees’ silence and employees’ proactive personalities

“…According to Schaufeli et al (2002), vigour is the high level of energy and mental resilience at work; dedication is the sense of enthusiasm, inspiration and pride in one's work, and absorption is being highly concentrated and happily engrossed in work. From research, supervisors' behaviours influence employees' engagement (Ahamed and Hassan, 2014;Li et al, 2018). Other scholarly reviews report a positive relationship between positive leadership styles such as Effects of leaders' abusive supervision transformation and ethical leadership styles on work engagement (Carasco-Saul et al, 2015;Decuypere and Schaufeli, 2020).…”

Colleague Support and Role Clarity in Promoting the Work Engagement of Frontliners in Malaysian Hotels

“…The job demands‐resources model (JD‐R) (Bakker & Demerouti, ), derived from the lens of conservation of resource (COR) theory (Hobfell, 1989), revealed that resources, either work‐related or personal resources, are a key ingredient in encouraging and developing work engagement among employees. Work‐related resources include leadership, social support, autonomy, and job control (Ahamed & Hassan, ; Ahamed, Hassan, & Hashim, ; Bae, Song, Park, & Kim, ; Biggs, Brough, & Barbour, ; De Clercq, Bouckenooghe, Raja, & Matsyborska, ; Fujimoto, Ferdous, Sekiguchi, & Sugianto, ; Othman & Nasurdin, ; Poon, ; Schmitt, Den Hartog, & Belschak, ; Van Wingerden et al, ). Personal resources comprise psychological capital, self‐efficacy, hope, self‐esteem, and emotional intelligence (Boamah & Laschinger, ; Consiglio, Borgogni, Di Tecco, & Schaufeli, ; Karatepe, ; Mauno, Kinnunen, & Ruokolainen, ; Van Wingerden et al, ; Xanthopoulou, Bakker, Demerouti, & Schaufeli, , 2009; Zhu, Liu, Guo, Zhao, & Lou, ).…”