Role of Sub-constructs of Psychological Capital and Transformational Leadership in Engaging Employees in Service Sector

2020 ◽  
Vol 8 (2) ◽  
pp. 244-256 ◽  
Author(s):  
Swati Agrawal
Keyword(s):  
Transformational Leadership ◽  
Employee Engagement ◽  
Work Engagement ◽  
Service Sector ◽  
Psychological Capital ◽  
Psychological State ◽  
Full Time ◽  
Employee Work Engagement ◽  
The Relationship

The purpose of this study is to examine the relationship between transformational leadership (TL) and employee engagement through the mediating role of the sub constructs of psychological capital. The article has used a single cross-sectional descriptive design. The sample consisted of 450 full-time employees working in the service sector in India. The data were mainly analyzed through structural and measurement model. The result of the study revealed that TL has an influence on employee engagement. The relationship between TL and employee engagement is mediated by sub-construct hope of psychological capital. Implication of this study is of high importance for organizations continuously working to increase the level of employee engagement to further enhance competitiveness. Prior research has examined the antecedents of employee work engagement, but little is known about the role of TL and a positive psychological state, in shaping employee work engagement. Imparting TL training and style can help to generate psychological capital which will positively drive employee engagement. Organizations with transformational leaders will be able to make employees feel valued and happy by igniting feeling of hope. The engaged workforce will result in the positive social outcome. This study is original as earlier studies have not explored the important role of hope and also optimism as dimensions of psychological capital. The article supports the critical role of leadership and psychological capital in creating highly engaged employees which have not been studied in an Indian context with specific focus to the service sector.

Leader psychological capital and employee work engagement

2017 ◽  
Vol 38 (7) ◽  
pp. 969-985 ◽  
Author(s):  
Jia Xu ◽  
Yan Liu ◽  
Beth Chung
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Process Model ◽  
Psychological Capital ◽  
Mainland China ◽  
Psychological State ◽  
Conservation Of Resources ◽  
Content Type ◽  
Employee Work Engagement ◽  
The Relationship

Purpose The purpose of this paper is to investigate the relationship between leader psychological capital and employee work engagement. Drawing on conservation of resources theory, the authors hypothesize that leader psychological capital is associated with employee work engagement through employee psychological capital. The authors further hypothesize that team collectivism moderates the relationship between leader psychological capital and employee psychological capital. Design/methodology/approach Multi-source data came from 44 team leaders and 307 employees in Mainland China. Findings The results suggest a trickle-down relationship between leader psychological capital and employee psychological capital, which in turn is linked to employee engagement. In addition, the relationship between leader psychological capital and employee psychological capital is stronger (weaker) when team collectivism is lower (higher). Practical implications By paying attention to the psychological capital of both employees and their leaders, organizations can increase employee engagement which is an important work outcome. Originality/value Work engagement is important in the workplace because it is related to a variety of employee work and life outcomes. Prior research has examined the antecedents of work engagement, but little is known about the role of leader psychological capital, a positive psychological state, in shaping employee work engagement. This research applied a resource conservation process model of leader positivity on employee engagement that is mediated by employee psychological capital. This study contributes to a better understanding of the theoretical foundation of leader psychological capital.

scholarly journals Cognitive Job Demands, Presenteeism and Procrastination: The Moderating Role of Psychological Capital

sjesr ◽  
2021 ◽  
Vol 4 (1) ◽  
pp. 193-203
Author(s):  
Dr. Nosheen Sarwat ◽  
Dr. Raza Ali ◽  
Dr. Tariq Iqbal Khan
Keyword(s):  
Psychological Capital ◽  
Job Demands ◽  
Psychological State ◽  
Full Time ◽  
Personal Resource ◽  
Basic Purpose ◽  
The Relationship ◽  
Reducing Stress ◽  
Moderating Role

Using the job-demands resource theory, the basic purpose of this article was to study the relationship between cognitive job demands, stress-related presenteeism, and procrastination. Stress-related Presenteeism is a kind of psychological state in which individuals are present at work but due to stress are not able to expend their full energies at work and remain distracted. We also tested for the combined effect of psychological capital and cognitive job demands on stress-related presenteeism. Data were collected from 192 full-time working professionals and analyzed using step-wise regression and bootstrapping. Results revealed that individuals with strenuous job demands were facing stress-related presenteeism and were involved in procrastination. Findings also supported the moderating role of psychological capital as an effective personal resource in reducing stress-related presenteeism. In the end implications for practice have been discussed.

scholarly journals The role of person-job fit in the relationship between transformational leadership and job engagement

2017 ◽  
Vol 32 (5) ◽  
pp. 373-386 ◽  
Author(s):  
Hong T.M. Bui ◽  
Yolanda Zeng ◽  
Malcolm Higgs
Keyword(s):  
Transformational Leadership ◽  
Employee Engagement ◽  
Work Engagement ◽  
Equation Modeling ◽  
Full Time ◽  
Job Fit ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to explore the relationship between transformational leadership and employees’ work engagement based on fit theory. The paper reports an investigation into the way in which employees’ perceptions of transformational leadership and person-job fit affect their work engagement. Design/methodology/approach To test the authors’ hypotheses, the authors performed structure equation modeling with maximum likelihood estimation on Mplus with bootstrapping proposed by Hayes (2009) with data from 691 full-time employees in China. Findings The results indicate that transformational leadership has as significant influence on employees’ work engagement as person-job fit in China. Moreover, employees’ perception of person-job fit is found to partially mediate the relationship between transformational leadership and employees’ work engagement. Research limitations/implications There is a possible bias arising from the use of cross-sectional data. However, certain methods were implemented to minimize it, including survey design and data analysis. Practical implications The paper proposes a number of practical implications for policy makers, HR managers and transformational leaders relating to issues associated with improving levels of employee engagement. Originality/value The study contributes to developing leadership and engagement theory by examining a previously unexplored mediator – person-job fit – in a neglected cultural setting. This study promises to open new research avenues in this area.

scholarly journals Transformational behaviors: Increasing work engagement in multinational environments

2021 ◽  
Vol 19 (2) ◽  
pp. 519-527
Author(s):  
Marc Valldeneu ◽  
Xavier Ferràs ◽  
Elisenda Tarrats-Pons
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Work Engagement ◽  
Multinational Companies ◽  
Utrecht Work Engagement Scale ◽  
Extra Effort ◽  
The Relationship ◽  
Collective Engagement

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.

scholarly journals The Diminishing Effect of Transformational Leadership on the Relationship Between Task Characteristics, Perceived Meaningfulness, and Work Engagement

2020 ◽  
Vol 11 ◽  
Author(s):  
Fanxing Meng ◽  
Yi Wang ◽  
Wenying Xu ◽  
Junhui Ye ◽  
Lin Peng ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Employee Engagement ◽  
Work Engagement ◽  
Police Officers ◽  
Mobile App ◽  
Task Characteristics ◽  
Future Research ◽  
Task Autonomy ◽  
Employee Work Engagement ◽  
Task Significance

The topic of employee work engagement in the public sector has attracted broad attention because it is critical to the efficiency and effectiveness of public services. Based on the Job Characteristics Model (JCM) and the Integrative Theory of Employee Engagement (ITEE), the present research adopts a multilevel design to examine a moderated mediation model in which task characteristics (i.e., task autonomy and task significance as level-1 predictors) and social context (i.e., transformational leadership as a level-2 moderator) jointly impact employee work engagement via individual perception of meaningfulness in work. A total of 349 grassroots police officers from 35 police substations were invited to anonymously complete a survey via mobile app. After performing the cross-sectional analysis, the results indicated that in contrast to task significance, the conditional effect of task autonomy on work engagement via perceived meaningfulness was more positive at a lower level of transformational leadership. Implications, limitations, and future research directions are discussed.

Intrapreneurship to engage employees: role of psychological capital

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jatin Pandey ◽  
Manish Gupta ◽  
Yusuf Hassan
Keyword(s):  
Work Engagement ◽  
Structural Equation ◽  
Online Survey ◽  
Psychological Capital ◽  
Business Environment ◽  
Content Type ◽  
Mediating Role ◽  
Survey Responses ◽  
The Relationship

PurposeIntrapreneurship is gaining traction in organizations to buckle up for the dynamic business environment. Scholars have argued that intrapreneurship increases positivity at work and helps employees attach themselves better with their job. However, empirical evidence suggests that these relationships do not exist. The objective of this paper is to examine the mediating role of psychological capital (PsyCap) in the relationship between intrapreneurship and work engagement.Design/methodology/approachData were collected through an online survey. Responses from 309 employees working in different industries in India were analysed. Structural equation modelling (SEM) was used to analyse the hypothesized relationships.FindingsThe results show that there exist positive relationships among intrapreneurship, psychological capital (PsyCap) and work engagement. Further, it was observed that the PsyCap partially mediates the relationship between intrapreneurship and work engagement.Practical implicationsManagers may not only encourage intrapreneurial behaviour in their organizations but also ensure that the employees are psychologically capable (high on PsyCap). It would enable the employees to engage themselves wholeheartedly into their work.Originality/valueTo the best of the authors' knowledge, this study is one of its kinds to relate intrapreneurship with PsyCap and work engagement.

Left out of the office “tribe”: the influence of workplace ostracism on employee work engagement

2020 ◽  
Vol 32 (8) ◽  
pp. 2717-2735
Author(s):  
Kavitha Haldorai ◽  
Woo Gon Kim ◽  
Kullada Phetvaroon ◽  
Jun (Justin) Li
Keyword(s):  
Work Engagement ◽  
Work Motivation ◽  
Workplace Harassment ◽  
Content Type ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
Negative Effect ◽  
Employee Work Engagement ◽  
The Relationship

Purpose The purpose of this paper is to investigate how workplace ostracism influences employee work engagement. It further examines the mediating role of workplace belongingness and moderating role of intrinsic work motivation. Design/methodology/approach Data was collected from 402 hotel employees from Thailand. A second stage moderated-mediation is used to test the relationship between workplace ostracism and employee work engagement. Findings Workplace ostracism negatively impacts employee work engagement and workplace belongingness mediates this relationship. The negative effect of workplace ostracism on employee work engagement through workplace belongingness is stronger for employees high on intrinsic motivation. Practical implications Hotel firms should make social connection an organization-wide strategic priority. They can include workplace ostracism as workplace harassment in their policy. Originality/value Besides contributing to the nascent literature on workplace ostracism in the hospitality industry, the present study extends research on workplace ostracism by empirically testing the relationship between workplace ostracism and employee work engagement. By using workplace belongingness as a mediator, a better understanding is provided regarding “why” workplace ostracism relates to employee work engagement. By introducing intrinsic work motivation as a moderator, scholars can gain a better understanding in regard to “whom” workplace ostracism negatively relates to employee work engagement.

scholarly journals How does self-regulation of emotions impact employee work engagement: The mediating role of social resources

2014 ◽  
Vol 20 (4) ◽  
pp. 508-525 ◽  
Author(s):  
Dave Bouckenooghe ◽  
Usman Raja ◽  
Muhammad Abbas
Keyword(s):  
Work Engagement ◽  
Self Regulation ◽  
Social Resources ◽  
Conservation Of Resources ◽  
It Professionals ◽  
Personal Resource ◽  
Mediating Role ◽  
Employee Work Engagement ◽  
The Relationship

AbstractDrawing upon the Conservation of Resources Theory, we investigated the hitherto unexplored role of ‘social resources’ (i.e., trust in supervisor and social interaction) in mediating the relationship between ‘self-regulation of emotions’ (i.e., a personal resource) and work engagement. The data were collected from 296 IT professionals at four well-established IT firms in Ukraine. As we hypothesized, self-regulation of emotions positively affected work engagement, yet this effect partially disappeared when controlling for the role of social resources. Together, these findings illustrate the dynamic role of an individual's personal and social resources in fostering work engagement.

scholarly journals Linking organizational trust with employee engagement: the role of psychological empowerment

2014 ◽  
Vol 43 (3) ◽  
pp. 377-400 ◽  
Author(s):  
Fabian O Ugwu ◽  
Ike E. Onyishi ◽  
Alma Maria Rodríguez-Sánchez
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Psychological Empowerment ◽  
Organizational Trust ◽  
Business Environment ◽  
Hierarchical Regression ◽  
Content Type ◽  
Organizational Behaviour ◽  
The Relationship

Purpose – This study aims to investigate the relationship between organizational trust, psychological empowerment, and employee engagement. In addition, the study seeks to test the moderating role of psychological empowerment on the relationship between trust and engagement. Design/methodology/approach – Hierarchical regression analyses were carried out on a sample of 715 employees from seven commercial banks and four pharmaceutical companies in south-eastern Nigeria who participated in the survey. Findings – The results showed that organizational trust and psychological empowerment were predictors of work engagement. There was a moderating effect of empowerment on the relationship between trust and engagement. Research limitations/implications – The findings show that organizational trust and psychological empowerment that predict positive job behaviour in Western cultures are also critical in understanding Nigerian workers ' positive organizational behaviour such as work engagement. Practical implications – For practical purposes, the results suggest that organizational trust may be a significant component of organizational interventions. Given that psychological empowerment is strongly related to work engagement, empowerment intervention programs is therefore important in building employees that would be engaged in their work. Originality/value – This study was one of the first attempts to empirically investigate the direct relationship among organizational trust, psychological empowerment and employee work engagement. Additionally, most previous studies on engagement have been conducted in developed economies of North America and Europe. This study was carried out in a Nigerian business environment where organizational behaviours have been scarcely investigated and comparing these findings with earlier studies may help further clarify the emerging work engagement concept.

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