Leadership behaviour and employee engagement: a Kuwaiti services company

Silvia A. Nelson and Omar Shraim

International Journal of Human Resources Development and Management, 2014, vol. 14, issue 1/2/3, 119-135

Abstract: This paper examines the impact of three types of leadership behaviour on work engagement within a Kuwaiti services company. Quantitative methodology, through a survey, was utilised to gather data from 231 participants. The results indicated a significant but small positive relationship between both transactional and transformational leadership behaviours and work engagement, and a significant negative relation between laissez-faire leadership behaviour and work engagement. These interesting results appear to reflect a transnational organisational culture, characterised by shorter-term employment and commitment by managers, whose leadership behaviours are conditioned by their relationship to the 'employer' culture and their rewards expectations.

Keywords: motivation; laissez-faire leadership; transactional leadership; transformational leadership; work engagement; leadership behaviour; employee engagement; Kuwait; services; service industry; transnational organisations; organisational culture. (search for similar items in EconPapers)
Date: 2014
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Citations: View citations in EconPapers (2)

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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijhrdm:v:14:y:2014:i:1/2/3:p:119-135

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