Abstract
Purpose - This paper explores 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 our hypotheses, we performed structure equation modelling 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, a number of methods were implemented to minimise 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.
Design/methodology/approach – To test our hypotheses, we performed structure equation modelling 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, a number of methods were implemented to minimise 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.
| Original language | English |
|---|---|
| Pages (from-to) | 373-386 |
| Journal | Journal of Managerial Psychology |
| Volume | 32 |
| Issue number | 5 |
| DOIs | |
| Publication status | Published - 3 Jul 2017 |