Leadership styles as predictors of employee engagement at a selected tertiary institution
SA Journal of Human Resource Management
| Field | Value | |
| Title | Leadership styles as predictors of employee engagement at a selected tertiary institution | |
| Creator | Southgate, Genevieve Aderibigbe, John K. Balogun, Tolulope V. Mahembe, Bright | |
| Description | Orientation: The study examined transformational leadership (TFL), transactional leadership (TSL) and servant leadership (SL) as predictors of employee engagement (EE) at a tertiary institution in Cape Town.Research purpose: The study empirically investigated the predictive role of TFL, TSL and SL in EE among a university’s staff in Cape Town.Motivation for the study: The workforce disruption known as ‘The Great Resignation’, in which many Americans voluntarily left their jobs during the coronavirus disease 2019 (COVID-19) pandemic, provides evidence of the necessity for this investigation.Research approach/design and method: The study adopted the positivist philosophical view using an explanatory survey research design and a quantitative approach. The researchers sampled 198 administrative and support staff via a validated questionnaire.Main findings: The study showed a statistically significant collective impact of TFL, TSL and SL on EE (R2 = 0.268; F = 25.019; p 0.01). Similarly, the study’s findings revealed a statistically significant impact of TFL on EE (β = 0.269; t = 3.115; p 0.01) and a statistically significant influence of TSL on EE (β = 0.254; t = 3.020; p 0.01). However, the results indicated that SL did not significantly impact EE.Practical/managerial implications: Management of tertiary institutions and supervisors should possess TFL and TSL competencies and be swift in engaging their subordinates.Contribution/value-add: The research outcomes provides insight into enhancing an engaged workforce and proactive measures to increase EE. | |
| Publisher | AOSIS | |
| Date | 2023-08-30 | |
| Identifier | 10.4102/sajhrm.v21i0.2238 | |
| Source | SA Journal of Human Resource Management; Vol 21 (2023); 10 pages 2071-078X 1683-7584 | |
| Language | eng | |
| Relation |
The following web links (URLs) may trigger a file download or direct you to an alternative webpage to gain access to a publication file format of the published article:
https://sajhrm.co.za/index.php/sajhrm/article/view/2238/3358
https://sajhrm.co.za/index.php/sajhrm/article/view/2238/3359
https://sajhrm.co.za/index.php/sajhrm/article/view/2238/3360
https://sajhrm.co.za/index.php/sajhrm/article/view/2238/3361
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