LEADERSHIP STYLES AND WORK ENGAGEMENT AN INVESTIGATION INTO EFFECTIVELEADERSHIP PRACTICES
Keywords:
Leadership Styles, Work Engagement, Investigation Leadership PracticesAbstract
This study investigates the impact of different leadership styles on employee work engagement, with a focus on identifying effective leadership practices that foster high levels of engagement. The research examines three primary leadership styles— transformational, transactional, and laissez-faire—and their influence on work engagement dimensions, including vigor, dedication, and absorption. A mixed- methods approach was used, combining quantitative surveys from 450 employees across various industries and qualitative interviews with 25 organizational leaders and HR professionals. The results reveal that transformational leadership is the most effective in driving work engagement, as it encourages employee empowerment, motivation, and personal development. Employees under transformational leaders reported high levels of engagement, particularly in terms of dedication and absorption. In contrast, transactional leadership showed moderate effects, with employees reporting engagement primarily related to performance and target achievement, but lower levels of emotional involvement. Laissez-faire leadership, characterized by minimal involvement and guidance, had the most negative impact on employee engagement, leading to feelings of disconnection, disengagement, and low morale. The study highlights the importance of adopting transformational leadership practices to cultivate an engaged workforce, while suggesting that organizations should limit the use of transactional and laissez-faire leadership approaches. By focusing on leadership development that promotes trust, innovation, and personal growth, organizations can improve work engagement, resulting in enhanced productivity, job satisfaction, and long-term organizational success.
Downloads
References
Avolio, B. J., & Bass, B. M. (2004). Multifactor leadership questionnaire: Third edition manual and sampler set. Mind Garden.
Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209-223.
https://doi.org/10.1108/13620430810870476
Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31. https://doi.org/10.1016/0090- 2616(90)90061-S
Bernerth, J. B., & Walker, H. J. (2012). The role of leadership in employee engagement: A look at the individual and the organizational level. Journal of Leadership & Organizational Studies, 19(1), 1-11. https://doi.org/10.1177/1548051812453606
Bushra, F., Aslam, N., & Naveed, A. (2011). Effect of transformational leadership on organizational performance. International Journal of Business and Social Science, 2(8), 61-69.
Choi, S. L., & Lee, G. (2013). The impact of transformational leadership on organizational performance: A case study of Korean firms. Asian Journal of Business and Management, 1(4), 190-198.
Dulebohn, J. H., & Werling, S. E. (2014). Transformational leadership and organizational outcomes: A meta-analytic review. Journal of Leadership & Organizational Studies, 21(3), 253-270. https://doi.org/10.1177/1548051814525999
Ganta, V. C. (2014). Transformational leadership and its impact on employee engagement. International Journal of Business and Management Invention, 3(5), 32-37.
Gibbons, S., & Kearney, E. (2015). The impact of leadership styles on work engagement: A study in the hospitality industry. Journal of Hospitality and Tourism Management, 24, 29-37. https://doi.org/10.1016/j.jhtm.2015.06.001
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279. https://doi.org/10.1037/0021-9010.87.2.268
Houghton, J. D., & Yoho, S. K. (2005). Leadership and trust: The mediating role of employee engagement. International Journal of Leadership Studies, 1(3), 210-233.
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755-768. https://doi.org/10.1037/0021-9010.89.5.755
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724. https://doi.org/10.5465/256287
Lee, J., & Peccei, R. (2007). The influence of leadership on employee engagement: A study of multinational companies in Korea. Journal of World Business, 42(1), 19-
29. https://doi.org/10.1016/j.jwb.2006.09.008
Luthans, F. (2002). The need for and meaning of positive organizational behavior. Journal of Organizational Behavior, 23(6), 695-706. https://doi.org/10.1002/job.165 Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial
Relations Research Association, 1-36.
O'Keeffe, P., & McCabe, E. (2015). Leadership styles and work engagement: A critical review of the literature. Journal of Management, 9(4), 112-121.
Richter, A. W., & Nader, P. (2013). The impact of transformational leadership on work engagement: Evidence from a large-scale survey of German employees. Journal of Leadership & Organizational Studies, 20(4), 493-506.
https://doi.org/10.1177/1548051813483700
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293-315. https://doi.org/10.1002/job.248
Wang, H., & Hsieh, H. (2013). The effects of leadership styles on work engagement.
Journal of Business Research, 66(1), 1-9. https://doi.org/10.1016/j.jbusres.2011.12.011
