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2019 | 11 | nr 1 | 33--42
Tytuł artykułu

The Effect of Perceived Transformational Leadership Style on Employee Engagement: The Mediating Effect of Leader's Emotional Intelligence

Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Employee engagement has been at the center of attention for human resource personnel and researchers who stated that employee engagement can be a key driver of an organization's business success. Many researchers have found in recent researches that a transformational leadership style has a beneficial connection with employee engagement. Thus, this study aims to find the causal effect of perceived transformational leadership on employee engagement through the mediating role of leader's emotional intelligence. We analyze the data from a sample of 338 full-time employees working in the ICT sector in Palestine using confirmatory factor analysis (CFA) and structural equation modelling (SEM) to test the hypothesis. Later, the bootstrapping analysis was conducted to confirm the mediation test in this study. The finding shows that transformational leadership style has a significant effect on employee engagement for the mediating role of emotional intelligence. The effect of transforma-tional leadership on employee engagement was found to be completely mediated by leader's emotional intelligence at work. Theoretically, this empirical study contributed to the new knowledge on the unique mediating effects of leader's emotional intelligence in the relationship between transformational leadership and employee engagement in the Middle Eastern Region. Practically, this study has manage-rial implication in the area of organizational management, leadership and human resource management. (original abstract)
Rocznik
Tom
11
Numer
Strony
33--42
Opis fizyczny
Twórcy
  • Universiti Sultan Zainal Abidin, Malaysia
autor
  • Universiti Sultan Zainal Abidin, Malaysia
autor
  • International Islamic University Malaysia
Bibliografia
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  • Bakker, A.B., Albrecht, S.L., Leiter, M.P., 2011. Key questions regarding work engagement. European journal of work and organizational psychology, 20(1), pp.4-28.
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  • Effectory, 2018. Global Employee Engagement Index. https://www.effectory.com/knowledge/blog/discover-the-latest-global-employee-engagement-and-commitment-insights/.Amsterdam, Netherlands
  • Freedman, J., 2013. The Amadori Case: Supplying McDonalds - Organizational Engagement, Emotional Intelligence and Performance. Retrieved from: http://jmfreedman.com/2013/04/the-amadori-case-supplying-mcdonalds-organizational.
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  • Hewitt, A., 2017. Trends in global employee engagement: Global anxiety erodes employee engagement gains. Talent, Rewards & Perfor-mance.
  • Liu, J., Cho, S., 2018. Interaction effect of display rules and emotional intelligence on hotel managers' and non-managers' work engagement. International Journal of Contemporary Hospitality Management, 30(3), pp.1903-1919.
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  • Shuck, B., Wollard, K., 2010. Employee engagement and HRD: A seminal review of the foundations. Human resource development review, 9(1), pp.89-110.
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  • Thor, S. 2013. MOOD righting. Quality Progress, 46(5), pp.34-40.
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  • Yasin Ghadi, M., Fernando, M., Caputi, P., 2013. Transformational leadership and work engagement: The mediating effect of meaning in work. Leadership & Organization Development Journal, 34(6), pp.532-550.
  • Ybarra, O., Kross, E., Sanchez-Burks, J., 2014. The "big idea" that is yet to be: Toward a more motivated, contextual, and dynamic model of emotional intelligence. Academy of Management Perspectives, 28(2), pp.93-107.
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Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171562545

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