From Subordinate Moqi to Work Engagement: The Role of Leader–Member Exchange in the Sustainability Context

Bin Du, Bin He, Luxiaohe Zhang, Nan Luo, Xuan Yu () and Ai Wang
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Bin Du: Recruitment and Employment Office, Sichuan Agricultural University, Chengdu 611130, China
Bin He: School of National Governance, Southwest University, Chongqing 400715, China
Luxiaohe Zhang: School of Economics and Management, Southwest Petroleum University, Chengdu 610500, China
Nan Luo: Business School, Sichuan University, Chengdu 610064, China
Xuan Yu: School of Economics and Management, Southwest Petroleum University, Chengdu 610500, China
Ai Wang: Foreign Language Department, Civil Aviation Flight University of China, Guanghan 618307, China

Sustainability, 2022, vol. 15, issue 1, 1-17

Abstract: In search of sustainable strategies to improve employees’ work engagement without harming their long-term performance in the VUCA era, this study examines the impact path of subordinate moqi on employees’ work engagement based on leader–member exchange theory and organizational support theory. A total of 322 R&D staff from high-tech enterprises in Shanghai, Beijing, Shenzhen, and other cities participated in the study. The data analysis reveals that the leader–member exchange partially mediates between subordinate moqi and work engagement. Moreover, both supervisor’s organizational embodiment and perceived organizational support can positively moderate the impact of subordinate moqi on leader–member exchange. The empirical results enrich the intermediary mechanism between subordinate moqi and work engagement. Employees with subordinate moqi have better chances of meeting their supervisors’ implicit expectations, leading to a higher relationship quality with followers and increasing enthusiasm for work. The current study clarifies the theoretical and practical significance of subordinate moqi in establishing high-quality work relationships and sustainable development of organizations’ human resources.

Keywords: subordinate moqi; leader–member exchange; work engagement; supervisor’s organizational embodiment; perceived organizational support; sustainability practices (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:gam:jsusta:v:15:y:2022:i:1:p:170-:d:1011609

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