The influence of leadership styles on employee engagement: The moderating effect of communication styles

Othman, Abdul Kadir; Hamzah, Muhammad Iskandar; Abas, Mohd Khalid; Zakuan, Nurzarinah Mohd

doi:10.21833/ijaas.2017.03.017

Cited by 25 publications

(28 citation statements)

References 25 publications

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“…On the basis of conducted regression analysis, we confirmed the sub-hypothesis H 1a : Leadership has a significant positive impact on the work engagement of employees. This is consistent with the findings of Maamari and Majdalani (2017), Othman et al (2017) and Cartwright and Holmes (2006) in which authors found out that leadership has positive impact on the work engagement of employees. Thus, research findings indicate that there is a statistically significant relationship between good leadership and employee engagement.…”

Section: Research Resultssupporting

confidence: 93%

Organisational climate components and their impact on work engagement of employees in medium-sized organisations

Rožman

Štrukelj

2020

Economic Research-Ekonomska Istraživanja

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The purpose of this article is to present research on the importance of requisitely holistically selected organisational climate components and to determine their impact on work engagement of employees in 626 medium-sized organisations in Slovenia, the EU. The quantitative research is based on the implementation of an exploratory factor analysis, a simple linear regression analysis and the CFA 6-factor solution for validity purposes. Based on the research results, we confirmed the hypothesis that organisational climate components leadership, employee relations, employee commitment, employee satisfaction and employee motivation have a significant positive impact on work engagement of employees in medium-sized organisations. The results help users to better understand the importance of organisational climate in the Slovenian organisations. Successful organisations should realise the importance of organisational climate components, which enhance job performance and work engagement. Thus, they must fully master all of the employee-related processes of the organisation. The article is based on examination of the selected components of organisational climate with which organisations can impact work engagement of their employees. A new conceptual model was developed and confirmed.

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Section: Research Resultssupporting

confidence: 93%

Organisational climate components and their impact on work engagement of employees in medium-sized organisations

Rožman

Štrukelj

2020

Economic Research-Ekonomska Istraživanja

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“…The leadership and management style of supervisors also has a critical role with regards to employee engagement (Othman et al, 2017 ; Popli & Rizvi, 2016 ). The ability of a leader to guide a team and to effectively manage daily tasks and routines creates a positive climate that fosters employees’ productive behaviour and sense of belonging to the organization (Liden et al, 2008 ).…”

Section: Resultsmentioning

confidence: 99%

Servant Leadership and Employee Engagement: A Qualitative Study

Canavesi

Minelli

2021

Employ Respons Rights J

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Servant Leadership is a holistic approach whereby leaders act with morality, showing great concern for the company’s stakeholders and engaging followers in multiple dimensions, such as emotional, relational and ethical, to bring out their full potential and empower them to grow into what they are capable of becoming. Servant leadership has been linked through various mediators to positive individual and collective outcomes, including behavioral, attitudinal, and performance. Among follower attitudinal outcomes, the present study aims at deepening the relationship between servant leadership and employee engagement in a large Italian consulting firm; first, by assessing the implementation of a servant leadership approach through a survey based on SL-7; second, by qualitatively investigating the servant leadership experiences lived by junior employees and their influence on individual engagement though a semi-structured questionnaire. The findings of the study suggest that employee engagement is positively influenced by servant leadership through various mediators, either leader-centered, such as empowerment, team-centered, such as team cohesion, organization-centered, such as positive organizational climate, job-centered, such as challenging tasks, and employee-centered, such as proactive personality. Some factors also emerged to hinder the relationship between servant leadership and employee engagement, particularly those related to the working environment: namely, high pressure, poor work-life balance and remote-working. The article also provides theoretical and practical implications and identifies potential areas for future research on servant leadership.

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“…Employee engagement continues to be a significant area of interest among researchers and organizations as engaged employees are highly involved, emotionally devoted, and exceedingly enthused about going beyond the call of duty whiles executing their tasks with excellence (Anitha, 2014). In situations whereby employees are intensely engaged in an organization, a highly positive and passionate feeling is stirred up to strive harder for the organization's success (Othman et al, 2017). Previous research has revealed that highly engaged employees are regarded as assets to the organization and serve as a reference point for retaining a talented and experienced workforce.…”

Section: Introductionmentioning

confidence: 99%

Determining the Impact of Supervisory Support on Employee Engagement in the Telecommunication Sector of Ghana: The Role of Supportive Organizational Culture

Odai

Yang

Ahakwa

et al. 2021

SBR

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Purpose- Organizations that enforce effective supervisory support through their cultural traits see their employees reciprocating through positive outcomes. The study explored the impact of supervisory support on employee engagement in Ghana’s telecommunications sector and the moderating effect of supportive organizational culture on the relationship. Design/Methodology- A correlational descriptive research design was adopted. A sample of three hundred and fifty-three (353) employees was drawn randomly from a top selected telecommunication company in the Accra Metropolis of Ghana. Information collated were analyzed using Statistical Package for Social Sciences (SPSS version 26) and partial least square based on Structural Equation Modeling (SEM) Findings- The findings indicate that supervisory support significantly influences employee engagement. Again it was revealed that supportive organizational culture influences employee engagement and substantially moderates the relationship between supervisory support and employee engagement. Practical Implications- The findings provide valuable suggestions for organizations, managers, and supervisors to emphasize on measures such as a robust feedback system, training of supervisors, and enhancing employees' freedom to operate within the organization, which increases employee engagement and optimizing the organization’s competitive advantage.

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The influence of leadership styles on employee engagement: The moderating effect of communication styles

Cited by 25 publications

References 25 publications

Organisational climate components and their impact on work engagement of employees in medium-sized organisations

Organisational climate components and their impact on work engagement of employees in medium-sized organisations

Servant Leadership and Employee Engagement: A Qualitative Study

Determining the Impact of Supervisory Support on Employee Engagement in the Telecommunication Sector of Ghana: The Role of Supportive Organizational Culture

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