Transformational behaviors: Increasing work engagement in multinational environments

Abstract

The role of a leader is fundamental to increase organizational culture and facilitate employee engagement. However, organizations are not providing clear guidance on how to do it. This study aims to determine the relationship between leadership styles and employee engagement as well as to understand whether there is a correlation between an engaged employee and extra effort. The study uses a Multi-Leadership Questionnaire (MLQ-5x Rater Form) to measure employee perception of the leader styles and Utrecht Work Engagement Scale (UWES-17) to determine employee engagement. The scope of the study is limited to a sample of 167 employees from 7 different multinational companies and 31 different nationalities.Results show that all the transformational behaviors and, concretely the idealized behavior, are significantly positively related to work engagement in multinational environments. Results also reveal a strong correlation between employee engagement and extra effort. The study concludes that leaders or managers should use transformational behaviors if they want to increase engagement and extra effort with their teams. They should increase transformational behaviors like being transparent, consistent, and having a strong sense of purpose to catalyze a collective engagement. These results expand previous studies of transformational leadership and work engagement in multinational environments.

Managerial coaching skills to improve individual performance through empowerment and work engagement at employee of east java regional revenue agency, Indonesia

“…From this we can conclude that the second hypothesis was accepted, that Manager Coaching Skills have a positive and significant influence on Empowerment, meaning that changes in Manager Coaching Skills have a unidirectional effect on Empowerment changes or in other words if Manager Coaching Skills increase, there will be an increase in Empowerment and statistically has significant influence on employee of the company. These results support the research conducted by [3]; [15].…”

“…H2. Manager coaching skills have a significant effect on empowerment [3]; [15].  Managers' coaching skills for work engagement.…”

Effect of transformational behavior on millennial job satisfaction

“…The fourth factorintellectual stimulation -describes a leader who has the skills to advocate intelligence and encourage problem solving mentality, and, finally, the fifth factor -individualized consideration -characterizes a leader who has the ability to recognize and promote individuality among teams. A recent study demonstrated that applying transformational behaviors can boost positively work engagement and organization outcomes in multinational environments (Valldeneu et al, 2021). However, there are no data yet on what kind of transformational leadership behavior is responsible for keeping satisfaction high among millennials.…”

Combining Virtual Reality and Machine Learning for Leadership Styles Recognition

“…Finally, passive-avoidant leadership is characterised by the total absence of leadership. According to previous studies ( Valldeneu et al, 2021 ) leadership style is closely related to organizational results, innovation, success and recognition of the company. Specifically, it has been seen that leaders who tend to adopt a more transformational leadership approach and avoid passive-avoidance attributes could improve organizational outcomes and work engagement of employees ( Valldeneu et al, 2021 ).…”

“…According to previous studies ( Valldeneu et al, 2021 ) leadership style is closely related to organizational results, innovation, success and recognition of the company. Specifically, it has been seen that leaders who tend to adopt a more transformational leadership approach and avoid passive-avoidance attributes could improve organizational outcomes and work engagement of employees ( Valldeneu et al, 2021 ). Bearing in mind these data, it seems important to know before hiring the candidate his degree or level of connection with each of the leadership styles.…”