The current study investigates the mediating role of basic psychological need for satisfaction at work (i.e., autonomy, relatedness, and competence) in the relationship between engaging leadership (i.e., inspiring, strengthening, empowering, and connecting) and work engagement. Also, we are proposing and testing an additional need for meaningfulness that plays a similar mediating role. Data were collected from two independent samples from Indonesia (n = 607 state-owned company employees) and Russia (n = 384 civil servants). Results of both samples confirmed that basic psychological need satisfaction (autonomy, relatedness, competence, and meaningfulness) mediated the relationship between engaging leadership and work engagement. Multigroup analysis revealed that the parameters of the mediation model were invariant across both national samples, supporting the cross-national validity of the model. When the mediating role of the satisfaction of the need for meaningfulness was tested separately, this appeared only the case in the Russian and not in the Indonesian sample. K E Y W O R D S basic psychological need satisfaction, cross-national validity, engaging leadership, work engagement

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.

The current study investigates engaging leadership and work engagement among Indonesian employees and the role of diuwongke (Javanese-Indonesian term for employees' perception of their leaders treating them with dignity and respect at work) plays in this relationship. We also included transformational leadership in order to show the added value of the novel concept of engaging leadership. Data were collected from 607 Indonesian employees working in one of the largest Indonesian state-owned companies in an agricultural industry. Both engaging and transformational leadership were positively related to work engagement and both types of leadership are similarly associated with work engagement without any of them has stronger association with work engagement than the other. Furthermore, the engaging leadership-work engagement relationship was moderated by diuwongke. That is, the engaging leadership-work engagement relationship was stronger at lower levels of diuwongke. In contrast, no moderating effect of diuwongke was observed for transformational leadership.