The Mediating Role of Employee Engagement in the Relationship Between Leadership Styles and Organizational Performance

Al Marshoudi, Fahad Batti; Jamaluddin, Zaharuzaman; Ba Aween, Ali Mohsen; Al Balushi, Faisal Ibrahim; Mohammad, Ba Aween

doi:10.56868/ijmt.v1i2.26

Cited by 4 publications

(7 citation statements)

References 51 publications

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“…http://dx.doi.org/10.21511/ppm.22 (1).2024.28 had high internal consistency, as seen by its composite reliability (CR) score of 0.94. The emotional intelligence construct's average variance extracted (AVE) was found to be 0.80, suggesting that it captures and explains the variance in its corresponding indicators well.…”

Section: Resultsmentioning

confidence: 99%

“…http://dx.doi.org/10.21511/ppm.22 (1).2024.28 service quality through job involvement, job satisfaction, and organizational commitment. Sustainability, 15 (10)…”

Section: Discussionmentioning

confidence: 99%

“…These factors are crucial in determining an organization's performance and effectiveness. Even though each of these characteristics has been the subject of in-depth study, there is still a significant knowledge gap in the academic community on how they are connected (Al Marshoudi et al, 2023;Wang & Shaheryar, 2020). More specifically, a noteworthy lack of empirical research thoroughly explores how a leader's emotional intelligence directly impacts an organization's levels of employee engagement (Amah, 2023).…”

Section: Introductionmentioning

confidence: 99%

“…Problems and Perspectives in Management, Volume 22, Issue 1, 2024 http://dx.doi.org/10.21511/ppm.22(1).2024 28. …”

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confidence: 99%

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Emotional intelligence in leadership: Its role in fostering employee engagement in Palestine’s ICT sector

Milhem,

Moufeed Ayyash,

Ateeq

et al. 2024

Problems and Perspectives in Management

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This paper aims to explore the nexus between leadership emotional intelligence and employee engagement within Palestine’s information and communication technology sector. It seeks to fill a research gap by highlighting the impact of leaders’ emotional intelligence on fostering a committed workforce. The study used a quantitative approach and a descriptive research design. Its target population was 5,281 full-time employees in Palestine’s ICT sector, and 328 employees were sampled through probability multistage random sampling. The sample was split into groups based on job types and companies with more than 50 employees. The study’s findings corroborate the hypothesized positive effect, with statistical analysis revealing that emotional intelligence directly influences employee engagement levels within the ICT context (Beta = 0.302; P-value = 0.000). Although highlighted as a crucial element, emotional intelligence is designated as only part of a complex engagement equation that requires further investigation into additional contributing factors, such as different dimensions of emotional processing. AcknowledgmentThe authors express their gratitude to Gulf University for the significant financial resources that facilitated the publication of this work.

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Section: Resultsmentioning

confidence: 99%

“…http://dx.doi.org/10.21511/ppm.22 (1).2024.28 service quality through job involvement, job satisfaction, and organizational commitment. Sustainability, 15 (10)…”

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…Problems and Perspectives in Management, Volume 22, Issue 1, 2024 http://dx.doi.org/10.21511/ppm.22(1).2024 28. …”

mentioning

confidence: 99%

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Emotional intelligence in leadership: Its role in fostering employee engagement in Palestine’s ICT sector

Milhem,

Moufeed Ayyash,

Ateeq

et al. 2024

Problems and Perspectives in Management

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“…The positive effect of LOC on TL and FC An organization's primary objective is to gain a competitive advantage, leading scholars to investigate how firm capabilities, transformational leadership, and control levers interact. While transformational leadership, first described by Al Marshoudi et al (2023), encourages followers to put the needs of the group ahead of their interests, levers of control, included control mechanisms that direct organizational actions towards strategic objectives. According to Pascual-González et al (2016), firms can effectively adapt to market needs thanks to their distinctive resources and talents.…”

Section: 2mentioning

confidence: 99%

The effect of levers of control, firm’s capability, and transformational leadership on competitive advantage: A study on manufacturing firms in Indonesia

Gunawan,

Mediaty,

Kusumawati

et al. 2023

J. Infras. Policy. Dev.

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This research uses the Input-Process-Output model to investigate the impact of levers of control (LoC) on organizational aspects in Indonesia. The study views LoC as both internal and external input to an organization. It examines how transformational leadership (TL) and firm capability (FC) act as processes to integrate these elements, leading to competitive advantage (CA) as the output. Using data from 260 questionnaires, the study conducted a series of analyses, including reliability and validity checks, confirmatory factor analysis (CFA), and structural equation modelling (SEM). The results indicate that LoC significantly influences TL, FC, and CA. TL and FC have notable effects on a company’s CA, with both factors mediating the relationship between LoC and CA. TL and FC have a sequential mediation effect on the link between LoC and CA. The study also touches on its implications, boundaries, and potential areas for future exploration.

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Gender Diversity in Fintech Companies: Implications for Corporate Performance and Social Responsibility

Kouam,

Chen,

Liu

et al. 2024

Preprint

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We examine the effects of gender diversity in leadership on corporate performance and corporate social responsibility within the rapidly evolving fintech sector, known for its intense competition and innovation. Utilizing both quantitative data and qualitative insights, we apply a robust empirical model with regression analysis and thematic coding to assess the connections between gender diversity, corporate performance, and CSR. Our findings indicate a significant positive relationship between gender-diverse leadership and enhanced corporate performance, validating the hypothesis that such diversity bolsters financial outcomes. Furthermore, gender diversity is linked to stronger CSR commitments, driven by increased employee engagement. We identify organizational culture and recruitment practices as key moderating factors, highlighting the importance of supportive environments. This research enriches the literature by focusing on the underrepresented nature of gender diversity in fintech and emphasizing the strategic benefits of inclusive leadership, urging managers and policymakers to promote gender diversity for ethical and business advantages. JEL codes: J16, G20, M14

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The Mediating Role of Employee Engagement in the Relationship Between Leadership Styles and Organizational Performance

Cited by 4 publications

References 51 publications

Emotional intelligence in leadership: Its role in fostering employee engagement in Palestine’s ICT sector

Emotional intelligence in leadership: Its role in fostering employee engagement in Palestine’s ICT sector

The effect of levers of control, firm’s capability, and transformational leadership on competitive advantage: A study on manufacturing firms in Indonesia

Gender Diversity in Fintech Companies: Implications for Corporate Performance and Social Responsibility

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