Background Leaders’ emotions and emotion regulation strategies influence subordinates’ attitudes and behaviors, while previous studies have mostly taken an emotional perspective. Leaders’ emotional competence also has an impact on subordinates through motivational and cognitive pathways. Based on self-determination theory, this study examined the impact of emotional leadership on subordinates’ work engagement, as well as the mediating role of subordinates’ intrinsic motivation and the moderating role of traditionality. Methods We first performed a scenario experiment study in which 116 Chinese college students were asked to read experimental materials on different leadership behaviors and answer relevant questions. Subsequently, a questionnaire survey was conducted, in which 347 Chinese enterprise employees were asked to rate their own experiences with emotional leadership, work engagement and intrinsic motivation. We used SPSS 25.0 for performance reliability analysis, correlation analysis and hierarchical regression analysis to test the reliability of the scales and investigate the relationship between the variables. Bootstrap analysis was used to test the mediating and moderating effects. Results Emotional leadership has a significant direct positive effect on subordinates’ work engagement and positively influences subordinates’ work engagement through the mediation of subordinates’ intrinsic motivation. The effect of emotional leadership on intrinsic motivation is stronger for those with high traditionality than for those with low traditionality. Conclusion Emotional leadership can improve subordinates’ work engagement by stimulating their intrinsic motivation. Therefore, managers need to be able to effectively regulate and manage subordinates’ emotions to stimulate their intrinsic motivation and to differentiate the management of subordinates with different levels of traditionality to improve subordinates’ work engagement.
How to promote employees’ knowledge-sharing behaviors has become a focus of managers and researchers. Based on the theory of relative deprivation, this study explored the mechanism of organizational procedural justice on employees’ intra-team knowledge sharing, as well as the mediating role of relative deprivation and the moderating role of group identification. A path analysis was conducted on 416 valid questionnaire data, and the results revealed that: (1) Procedural justice has a positive effect on intra-team knowledge sharing; (2) Both group relative deprivation and individual relative deprivation play a mediating role between procedural justice and intra-team knowledge sharing, but they have opposite effects. Procedural justice reduces both group relative deprivation and individual relative deprivation, but individual relative deprivation decreases employees’ intra-team knowledge sharing, while group relative deprivation increases it. (3) Group identification has an enhancing moderating effect on the relationship between group relative deprivation and intra-team knowledge sharing, while the moderating effect on the relationship between individual relative deprivation and intra-team knowledge sharing is not significant. Therefore, enterprises should make procedures such as performance appraisal and salary allocation justify and transparent to reduce individual relative deprivation, but should moderately trigger group relative deprivation flexibly according to the situation, while enhancing employee group identification through cultural construction.
Objective To investigate the impact of perceived professional benefits on the job engagement of health professionals. Methods Correlation analysis, hierarchical regression analysis and bootstrap tests were used to analyze the influence of perceived professional benefits on the job engagement of health professionals and to examine the mediating effect of psychological availability and the moderating effect of future perceived professional benefits. Result Health professionals’ perceived professional benefits have a positive impact on their job engagement; psychological availability plays a mediating role between perceived professional benefits and job engagement. Future perceived professional benefits not only positively regulate the impact of perceived professional benefits on health professionals’ psychological availability but also positively regulate the mediating role of psychological availability between perceived professional benefits and job engagement. Conclusion Perceived professional benefits can improve the job engagement of health professionals by improving their psychological availability. However, for health professionals with low future perceived professional benefits, perceived professional benefits do not have a significant impact on their job engagement through psychological availability. Therefore, while improving health professionals’ perceived professional benefits, we should also improve their future perceived professional benefits.
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