The Mediating Role of Social Media in the Relationship between Perceived Leadership Support and Employee Engagement in Banking

Abstract

Purpose: The present study endeavors to concentrate on the role of perceived leadership support in fostering employee engagement. Specifically, the study considers the social media contribution in this relationship. The mediating role of social media and the links between perceived leadership support and employee engagement are also discussed. Design/methodology/approach: The investigation begins with a review of literature in the context of organizations. The data are based on a cross-sectional structured questionnaire for a cohort of 167 respondents form the Polish and Sri Lankan banking sector and was used to verify the research hypotheses. The responses were examined using mediation analysis with bootstrapping. Findings: Results from the study indicate that social media partially mediates the relationship between perceived leadership support and employee engagement. The study demonstrates the growing need for better use of social media in developing a positive perception of leadership support to build employee engagement. Implications: Implications of these findings for organizations are discussed. The study contributes to the understanding and value of how leadership perception affects organizational outcomes. Originality/value: This study provides insight into the role of social media in facilitating leadership support to enhance employee engagement.

Nature of Employee Engagement: Rethinking its Levels

“…Except for charitable enterprises, one of the primary objectives is profit maximization -active disengagement results in a significant loss of profit in any company. Employee engagement has been shown to improve employee's job performance (Bulinska-Stangrecka et al, 2021;Bulinska-Stangrecka and Iddagoda, 2020;Anitha, 2014) and the financial performance of the company (Bulinska-Stangrecka and Iddagoda, 2020;Anitha, 2014, Sahoo andSahu, 2009). Gallup (2017) writes: "U.S. active disengagement costs US$450 billion to $550 billion per year.…”

The influence of Perceived Leadership Styles on Employee Commitment: The Mediating Role of Conflict Management

“…H2a: Conflict management mediates the relationship between transactional leadership and employee commitment. As per simple regression analysis, (7), concerning testing H2a research hypothesis, it was found that the value B = .774 and the value of Beta = .889 with significant level of .000, this indicates that both values are positive and higher than 0.05 accordingly, there is positive and significant relationship between transactional leadership and conflict management. As per simple regression analysis, (see table 8), concerning testing H2a research hypothesis, it was found that the value B = .567 and the value of Beta = .863 with significant level of .000, this indicates that both values are positive and higher than 0.05 accordingly there is positive and significant relationship between transactional leadership and employee commitment .…”

“…The leader's style is thought to be particularly important in achieving organizational goals, with research consistently demonstrating the advantages of transformational leadership style over more traditional forms, such as transactional leadership style, in terms of meeting organizational objectives (Du et al, 2021). In order to elicit performance from subordinates, the leader's style is also important (Bulińska-Stangrecka et al, 2021). However, the leader's style cannot be held solely responsible for employee performance or the achievement of organizational objectives.…”

Mediating Role of Employee Engagement: Job Involvement, Job Satisfaction and Organizational Commitment

“…Previous studies found that there is a good relationship between employee engagement and job attitudes at the individual level as well as the organizational level (Alarcon et al, 2010). Based on the study, it is found that there is a significant relationship between employee engagement and job performance (Bulińska-Stangrecka & Iddagoda, 2020). The productivity and efficiency of the organization increase when employees experience job satisfaction on account of their involvement in their job (Nwibere, 2014).…”