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Leadership behaviour and employee engagement: a Kuwaiti services company

Author

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  • Silvia A. Nelson
  • Omar Shraim

Abstract

This paper examines the impact of three types of leadership behaviour on work engagement within a Kuwaiti services company. Quantitative methodology, through a survey, was utilised to gather data from 231 participants. The results indicated a significant but small positive relationship between both transactional and transformational leadership behaviours and work engagement, and a significant negative relation between laissez-faire leadership behaviour and work engagement. These interesting results appear to reflect a transnational organisational culture, characterised by shorter-term employment and commitment by managers, whose leadership behaviours are conditioned by their relationship to the 'employer' culture and their rewards expectations.

Suggested Citation

  • Silvia A. Nelson & Omar Shraim, 2014. "Leadership behaviour and employee engagement: a Kuwaiti services company," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 14(1/2/3), pages 119-135.
    • Handle: RePEc:ids:ijhrdm:v:14:y:2014:i:1/2/3:p:119-135
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    Cited by:

    1. Sam Erevbenagie Usadolo, 2020. "The Influence of Participative Leadership on Agricultural Extension Officers’ Engagement," SAGE Open, , vol. 10(3), pages 21582440209, August.
    2. Akinlawon O. AMOO & Shamila SINGH, 2018. "The Mediating and Moderating Role of Job Satisfaction in the Leadership Behaviour and Work Engagement Relationship," Expert Journal of Business and Management, Sprint Investify, vol. 6(1), pages 12-18.

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