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The crossover of work engagement: understanding leader related dynamics

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2019
Demircioğlu, Ezg
The aim of the current study is to understand the dynamics in the crossover of work engagement from leaders to subordinates. For this, the role leaders’ engagement on engaged leaders’ behaviors, these behaviors on subordinates’ engagement and subordinates’ performance, turnover intentions, satisfaction and wellbeing were tested. Also, the moderating role of leader (i.e., positive/negative affectivity) and subordinate ( i.e., responsibility) related dynamics was investigated. After the qualitative studies to form the engaged leader behaviors, a validation study with 129 working participants was conducted. After minor revisions, the scale was used to test the proposed model in the main study. Same participants were given same scales with three-month interval in time 1 and time 2. In the time 1, 178 subordinates and 25 their leaders were included; while in the second, 42 subordinates were eliminated from the analysis. The results supported the direct crossover from leaders’ to subordinates’ work engagement. The indirect path via engaged leaders’ behaviors was not supported. Engaged leaders’ behaviors were shown to be related to the subordinates’ work engagement directly and individual and organizational outcomes, indirectly. A direct link was also drawn from engaged leaders’ behaviors to contextual performance. Also, the moderating role of subordinates’ negative affectivity on this relationship was supported in the first study, but not in the second one. The moderating effects of subordinate responsibility and leader positive and negative affectivity were not significant in any of the two studies. The results and limitations of the current study were discussed, and some suggestions were presented.