Mediating Role of Employee Engagement with Transformational Leadership and Turnover Intention

Diko, Tilahun Kidane; Saxena, Shabnam

doi:10.1007/s11115-023-00710-8

Cited by 3 publications

(2 citation statements)

References 50 publications

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“…Organizational Culture significantly impacts OCB, supporting Hypothesis 3 (Desselle et al, 2018;Hapsari et al, 2021;Jeong et al, 2019;Khan et al, 2020). This implies that inspirational, motivating, and individual development-focused leadership plays a central role in enhancing EE in their work mereka (Diko & Saxena, 2023;Kumar et al, 2022;Lacap, 2020). In this context, leaders who can inspire and support employee growth can create an environment where employees feel motivated to give their best at work (Bui et al, 2017;F.…”

Section: Discussionmentioning

confidence: 53%

The influence of organizational culture, transformational leadership on organizational citizenship behaviors, and organizational commitment through employee engagement

Hidayat,

Hermawan,

Berliyanti

2024

IJESS

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This study evaluates the impact of Organizational Culture and Transformational Leadership on Organizational Commitment and Organizational Citizenship Behavior through Employee Engagement in non-formal educational institutions (PKBM) in West Java. Data from 291 respondents were analyzed using Structural Equation Modeling (SEM) with the Partial Least Square (PLS) method. Results show that Organizational Culture and Transformational Leadership significantly influence Employee Engagement. Organizational Culture and Employee Engagement affect Organizational Citizenship Behavior, while Employee Engagement influences Organizational Commitment. Employee Engagement serves as a mediator between Organizational Culture and Transformational Leadership and Organizational Commitment and Organizational Citizenship Behavior. However, Organizational Culture and Transformational Leadership do not directly impact Organizational Commitment, and Transformational Leadership does not significantly influence Organizational Citizenship Behavior. Practical implications suggest enhancing institutional performance for the well-being of educators. The study contributes to the Integrative Organizational Behaviors Model, rooted in Social Exchange Theory, providing insights for future research on Organizational Behavior.

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Section: Discussionmentioning

confidence: 53%

The influence of organizational culture, transformational leadership on organizational citizenship behaviors, and organizational commitment through employee engagement

Hidayat,

Hermawan,

Berliyanti

2024

IJESS

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“…Innovative behavior is limited to partial mediation only (Agarwal et al, 2012). Nevertheless, additional data has indicated that employee engagement is also crucial in fully moderating the relationship between transformative leadership and the intention to quit among academic staff in Ethiopian Public Higher Education institutions (Diko & Saxena, 2023). Employee engagement only partially supported the relationship between teleworking and intention to quit (Parent-Lamarche, 2022), and the partial results were influenced by individual variables such as self-emotion appraisal, others' emotion appraisal, regulation of emotion, and self-esteem, and organizational variables such as decision authority, workload, and recognition.…”

Section: Literature Reviewmentioning

confidence: 99%

Improving the Role of Employee Engagement: Job-Fit and Organizational-Fit to Intention to Quit (An Evidence from Hospitality Industries)

Adi,

Azzuhri,

Fithriana

et al. 2024

JICP

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This research aims to determine if employee engagement mediates the association between turnover intention, person-job fit (PJ Fit), and personorganization fit (PO Fit). This study employed a survey design involving employees from various hospitality industries in Indonesia. We distributed 470 questionnaires to the respondents (367 are available). SmartPLS 3.0's path analysis was utilized to verify the questionnaires' validity and reliability. Findings confirmed the direct effect the employee engagement mediates between PJ fit and intention to quit and PO fit and employee engagement. In the indirect impact, employee engagement negotiated between PJ fit and intention to quit, PO fit and intention to quit. Before attempting to decrease turnover intention, employers should prioritize ensuring that there is a good fit between the person and the job (PJ fit) and between the person and the organization (PO fit). In the Indonesian hospitality sector, this study clarified the mediating role level of employee engagement between PJ fit and intention to quit, PO fit, and intention to quit

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Liderazgo transformacional y legitimidad: caso de estudio en la carrera de Administración de Empresas de una universidad ecuatoriana

Vizcaíno Cárdenas,

Yanez Borja

2024

Rev. CEA

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Objetivo: identificar los constructos que tienen una mayor incidencia en la percepción del liderazgo transformacional (LT) y la legitimidad (LL) en estudiantes de la carrera de Administración de Empresas de una universidad ecuatoriana. Diseño/metodología: el estudio se desarrolló bajo un enfoque cuantitativo, descriptivo, diseño no experimental con alcance correlacional. Se aplicó una encuesta mediante un cuestionario estandarizado que evaluaba los constructos en estudio. El estudio se realizó a una población de 368 estudiantes. Resultados: los resultados mostraron una fuerte relación entre los constructos de LT y LL. En el caso del LT, los constructos de mayor valoración fueron: consideración individual y laissez faire. Con respecto a los constructos de (LL), los universitarios reportaron una alta valoración a todos los constructos: disposición para aceptar la autoridad, obligación para obedecer a las autoridades, favorabilidad de las evaluaciones, atributos de las autoridades (competencias e integridad), ya que juegan un papel crucial en el reconocimiento legítimo de la autoridad. Conclusiones: se concluye que los estudiantes de Administración de Empresas demandan un mayor enfoque particular en el constructo de consideración individual como elemento clave para cultivar liderazgo transformacional. La legitimidad del liderazgo emerge como factor fundamental para alcanzar un liderazgo que sea reconocido como justo y merecido por los colaboradores. La identificación de una relación positiva y moderada entre el liderazgo transformacional y la legitimidad del líder sugiere una conexión significativa que puede ser aplicada de manera efectiva en diversos entornos empresariales, integrando estrategias y prácticas que fomenten la legitimidad y el liderazgo transformacional para optimizar la eficacia y el rendimiento en el ámbito educativo y empresarial. Originalidad: este estudio proporciona evidencia empírica en relación con la legitimidad del líder y la consideración del liderazgo transformacional en un contexto académico.

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Mediating Role of Employee Engagement with Transformational Leadership and Turnover Intention

Cited by 3 publications

References 50 publications

The influence of organizational culture, transformational leadership on organizational citizenship behaviors, and organizational commitment through employee engagement

The influence of organizational culture, transformational leadership on organizational citizenship behaviors, and organizational commitment through employee engagement

Improving the Role of Employee Engagement: Job-Fit and Organizational-Fit to Intention to Quit (An Evidence from Hospitality Industries)

Liderazgo transformacional y legitimidad: caso de estudio en la carrera de Administración de Empresas de una universidad ecuatoriana

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