Engaging Leadership and Its Implication for Work Engagement and Job Outcomes at the Individual and Team Level: A Multi-Level Longitudinal Study

Vivi Gusrini Rahmadani, Wilmar B. Schaufeli, Jeroen Stouten, Zhenduo Zhang and Zulkarnain Zulkarnain
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Vivi Gusrini Rahmadani: Research Unit Occupational & Organizational Psychology and Professional Learning, KU Leuven, 3000 Leuven, Belgium
Wilmar B. Schaufeli: Research Unit Occupational & Organizational Psychology and Professional Learning, KU Leuven, 3000 Leuven, Belgium
Jeroen Stouten: Research Unit Occupational & Organizational Psychology and Professional Learning, KU Leuven, 3000 Leuven, Belgium
Zhenduo Zhang: Research Unit Occupational & Organizational Psychology and Professional Learning, KU Leuven, 3000 Leuven, Belgium
Zulkarnain Zulkarnain: Fakultas Psikologi, Universitas Sumatera Utara, Medan 20155, Indonesia

IJERPH, 2020, vol. 17, issue 3, 1-21

Abstract: The current study investigates how supervisors’ engaging leadership, as perceived by their employees, increases employees’ job outcomes at the individual and team level, as mediated by (team) work engagement. Job outcome indicators at the team level are team performance, team learning, and team innovation; and at the individual level, job performance, employee learning, and innovative work behavior. The novel concept of engaging leadership is presented as the specific type of leadership to foster (team) work engagement. A multi-level longitudinal study is conducted among 224 blue collar employees nested in 54 teams in an Indonesian state-owned holding company in the agricultural industry using a one-year time lag. The findings show, as expected, that at the team level, engaging leadership at time 1 predicted team learning and team innovation (but not team performance) at time 2, via team work engagement at time 2. Additionally, an expected cross-level effect was observed from engaging leadership at the team level at time 1 predicting individual job performance (but not employee learning and innovative work behavior) at time 2, via team work engagement at time 2. Finally, an expected second cross-level effect was observed for engaging leadership at the team level at time 1, which predicted individual job performance, employee learning, and innovative work behavior at time 2, via work engagement at time 2.

Keywords: engaging leadership; work engagement; job outcomes; multi-level; longitudinal (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2020
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (4)

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