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Engaging Leadership and Its Implication for Work Engagement and Job Outcomes at the Individual and Team Level: A Multi-Level Longitudinal Study

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  • Vivi Gusrini Rahmadani

    (Research Unit Occupational & Organizational Psychology and Professional Learning, KU Leuven, 3000 Leuven, Belgium
    Fakultas Psikologi, Universitas Sumatera Utara, Medan 20155, Indonesia)

  • Wilmar B. Schaufeli

    (Research Unit Occupational & Organizational Psychology and Professional Learning, KU Leuven, 3000 Leuven, Belgium
    Department of Psychology, Utrecht University, 3508 Utrecht, The Netherlands)

  • Jeroen Stouten

    (Research Unit Occupational & Organizational Psychology and Professional Learning, KU Leuven, 3000 Leuven, Belgium)

  • Zhenduo Zhang

    (Research Unit Occupational & Organizational Psychology and Professional Learning, KU Leuven, 3000 Leuven, Belgium)

  • Zulkarnain Zulkarnain

    (Fakultas Psikologi, Universitas Sumatera Utara, Medan 20155, Indonesia)

Abstract

The current study investigates how supervisors’ engaging leadership, as perceived by their employees, increases employees’ job outcomes at the individual and team level, as mediated by (team) work engagement. Job outcome indicators at the team level are team performance, team learning, and team innovation; and at the individual level, job performance, employee learning, and innovative work behavior. The novel concept of engaging leadership is presented as the specific type of leadership to foster (team) work engagement. A multi-level longitudinal study is conducted among 224 blue collar employees nested in 54 teams in an Indonesian state-owned holding company in the agricultural industry using a one-year time lag. The findings show, as expected, that at the team level, engaging leadership at time 1 predicted team learning and team innovation (but not team performance) at time 2, via team work engagement at time 2. Additionally, an expected cross-level effect was observed from engaging leadership at the team level at time 1 predicting individual job performance (but not employee learning and innovative work behavior) at time 2, via team work engagement at time 2. Finally, an expected second cross-level effect was observed for engaging leadership at the team level at time 1, which predicted individual job performance, employee learning, and innovative work behavior at time 2, via work engagement at time 2.

Suggested Citation

  • Vivi Gusrini Rahmadani & Wilmar B. Schaufeli & Jeroen Stouten & Zhenduo Zhang & Zulkarnain Zulkarnain, 2020. "Engaging Leadership and Its Implication for Work Engagement and Job Outcomes at the Individual and Team Level: A Multi-Level Longitudinal Study," IJERPH, MDPI, vol. 17(3), pages 1-21, January.
    • Handle: RePEc:gam:jijerp:v:17:y:2020:i:3:p:776-:d:313235
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    References listed on IDEAS

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    4. Benjamin W. Hadden & C. Veronica Smith, 2019. "I Gotta Say, Today Was a Good (and Meaningful) Day: Daily Meaning in Life as a Potential Basic Psychological Need," Journal of Happiness Studies, Springer, vol. 20(1), pages 185-202, January.
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    Cited by:

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    2. Ioana Gutu & Daniela Tatiana Agheorghiesei & Alexandru Tugui, 2022. "Leadership and Work Engagement Effectiveness within the Technology Era," Sustainability, MDPI, vol. 14(18), pages 1-25, September.
    3. Nadežda Jankelová & Zuzana Joniaková, 2022. "Increasing the work engagement of agrarian enterprise employees through the support of the direct manager, organisational trust and job autonomy," Agricultural Economics, Czech Academy of Agricultural Sciences, vol. 68(7), pages 239-249.
    4. Pilar Martín-Hernández & Marta Gil-Lacruz & Ana Cristina Tesán-Tesán & Amalia Raquel Pérez-Nebra & Juan Luis Azkue-Beteta & María Luz Rodrigo-Estevan, 2022. "The Moderating Role of Teamwork Engagement and Teambuilding on the Effect of Teamwork Competence as a Predictor of Innovation Behaviors among University Students," IJERPH, MDPI, vol. 19(19), pages 1-16, September.

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