Leader's work engagement in relation to team performance is a contagion event explained through the lens of affective process theory

Abstract

PurposeThe purpose of the current research is (1) to test affective mechanisms by which a leader's work engagement predicts team performance via a follower's work engagement in a trickle-down fashion and (2) to examine the moderating role of relational identification with the leader on the trickle-down effect.Design/methodology/approachMultisource and three-wave data was collected from 404 followers working in 76 teams from a construction company in South Korea. By aggregating all study variables, a 2-2-2 level approach by using the PROCESS macro with bootstrapping (10,000 samples) in SPSS was used to test the proposed model.FindingsThe current research uses a team-level analysis to examine (1) the effect of a leader's work engagement on team performance via a follower's work engagement and (2) moderating role of relational identification via the lens of the affective processing theory (APT) and the conservation of resource (COR) theory.Originality/valueBased the lens of APT and COR theory, the current research found that the contagious effect of a leader's work engagement on followers is conditional. Specifically a leader's work engagement has a positive effect on followers' work engagement only when followers have a high sense of relational identification with their leader. However, a leader's work engagement has an adverse effect on followers when followers have a low sense of relational identification.