The Effect of Servant Leadership on Work Engagement: The Role of Employee Resilience and Organizational Support
Abstract
:1. Introduction
2. Literature Review and Hypotheses
2.1. Work Engagement in PBO
2.2. Servant Leadership and Work Engagement
2.3. Servant Leadership and Organizational Support
2.4. Servant Leadership and Employee Resilience
2.5. The Mediating Role of Employee Resilience
2.6. The Mediating Role of Organizational Support
3. Materials and Methods
3.1. Sample and Procedures
3.2. Measurements
4. Results
4.1. Measurement Model
4.2. Common Method Variance
4.3. Structural Model
5. Discussion
6. Implications
7. Limitations and Future Research
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
- Strom, D.L.; Sears, K.L.; Kelly, K.M. Work Engagement: The Roles of Organizational Justice and Leadership Style in Predicting Engagement Among Employees. J. Leadersh. Organ. Stud. 2014, 21, 71–82. [Google Scholar] [CrossRef]
- Knight, C.; Patterson, M.; Dawson, J. Building Work Engagement: A Systematic Review and Meta-analysis Investigating the Effectiveness of Work Engagement Interventions. J. Organ. Behav. 2017, 38, 792–812. [Google Scholar] [CrossRef] [PubMed]
- Miterev, M.; Mancini, M.; Turner, R. Towards a Design for the Project-Based Organization. Int. J. Proj. Manag. 2017, 35, 479–491. [Google Scholar] [CrossRef]
- Turner, R.; Miterev, M. The Organizational Design of the Project-Based Organization. Proj. Manag. J. 2019, 50, 487–498. [Google Scholar] [CrossRef]
- Toth, I.; Heinänen, S.; Puumalainen, K. Passionate and Engaged? Passion for Inventing and Work Engagement in Different Knowledge Work Contexts. Int. J. Entrep. Behav. Res. 2021, 27, 1–25. [Google Scholar] [CrossRef]
- Sun, X.; Zhu, F.; Sun, M.; Müller, R.; Yu, M. Facilitating Efficiency and Flexibility Ambidexterity in Project-Based Organizations: An Exploratory Study of Organizational Antecedents. Proj. Manag. J. 2020, 51, 556–572. [Google Scholar] [CrossRef]
- Huemann, M.; Keegan, A.; Turner, J.R. Human Resource Management in the Project-Oriented Company: A Review. Int. J. Proj. Manag. 2007, 25, 315–323. [Google Scholar] [CrossRef]
- Naeem, R.M.; Weng, Q.; Hameed, Z.; Rasheed, M.I. Ethical Leadership and Work Engagement: A Moderated Mediation Model. Ethics Behav. 2020, 30, 63–82. [Google Scholar] [CrossRef]
- Lupsa, D.; Baciu, L.; Virga, D. Psychological Capital, Organizational Justice and Health: The Mediating Role of Work Engagement. Pers. Rev. 2020, 49, 87–103. [Google Scholar] [CrossRef]
- Bakker, A.B.; Hakanen, J.J.; Demerouti, E.; Xanthopoulou, D. Job Resources Boost Work Engagement, Particularly When Job Demands Are High. J. Educ. Psychol. 2007, 99, 274. [Google Scholar] [CrossRef]
- Bakker, A.B.; Demerouti, E. The Job Demands-resources Model: State of the Art. J. Manag. Psychol. 2007, 22, 309–328. [Google Scholar] [CrossRef]
- Halbesleben, J.R.; Neveu, J.-P.; Paustian-Underdahl, S.C.; Westman, M. Getting to the “COR” Understanding the Role of Resources in Conservation of Resources Theory. J. Manag. 2014, 40, 1334–1364. [Google Scholar]
- Zheng, J.; Zhang, Z.; Wu, G.; Yang, Y.; Xia, N.; Liu, B. Daily Self-Efficacy, Work Engagement, and Deviance Behavior among Construction Professionals and Workers: Cross-Level Moderating Role of Job Control. J. Constr. Eng. Manag. 2021, 147, 04021018. [Google Scholar] [CrossRef]
- Grover, S.L.; Teo, S.T.; Pick, D.; Roche, M.; Newton, C.J. Psychological Capital as a Personal Resource in the JD-R Model. Pers. Rev. 2018, 47, 968–984. [Google Scholar] [CrossRef]
- Luthans, F. The Need for and Meaning of Positive Organizational Behavior. J. Organ. Behav. Int. J. Ind. Occup. Organ. Psychol. Behav. 2002, 23, 695–706. [Google Scholar] [CrossRef]
- Britt, T.W.; Shen, W.; Sinclair, R.R.; Grossman, M.R.; Klieger, D.M. How Much Do We Really Know about Employee Resilience? Ind. Organ. Psychol. 2016, 9, 378–404. [Google Scholar] [CrossRef]
- Xanthopoulou, D.; Bakker, A.B.; Demerouti, E.; Schaufeli, W.B. Reciprocal Relationships between Job Resources, Personal Resources, and Work Engagement. J. Vocat. Behav. 2009, 74, 235–244. [Google Scholar] [CrossRef]
- Cheng, J.; Zhang, L.; Lin, Y.; Guo, H.; Zhang, S. Enhancing Employee Wellbeing by Ethical Leadership in the Construction Industry: The Role of Perceived Organizational Support. Front. Public Health 2022, 10, 935557. [Google Scholar] [CrossRef] [PubMed]
- Djourova, N.P.; Rodríguez Molina, I.; Tordera Santamatilde, N.; Abate, G. Self-Efficacy and Resilience: Mediating Mechanisms in the Relationship between the Transformational Leadership Dimensions and Well-Being. J. Leadersh. Organ. Stud. 2020, 27, 256–270. [Google Scholar] [CrossRef]
- Nauman, S.; Musawir, A.U.; Malik, S.Z.; Munir, H. Servant Leadership and Project Success: Unleashing the Missing Links of Work Engagement, Project Work Withdrawal, and Project Identification. Proj. Manag. J. 2022, 53, 257–276. [Google Scholar] [CrossRef]
- Nawaz Khan, A.; Khan, N.A.; Soomro, M.A. Influence of Ethical Leadership in Managing Human Resources in Construction Companies. J. Constr. Eng. Manag. 2020, 146, 04020125. [Google Scholar] [CrossRef]
- Sousa, M.; Van Dierendonck, D. Servant Leadership and the Effect of the Interaction between Humility, Action, and Hierarchical Power on Follower Engagement. J. Bus. Ethics 2017, 141, 13–25. [Google Scholar] [CrossRef]
- Batool, F.; Mohammad, J.; Awang, S.R. The Effect of Servant Leadership on Organisational Sustainability: The Parallel Mediation Role of Creativity and Psychological Resilience. Leadersh. Organ. Dev. J. 2022, 43, 71–95. [Google Scholar] [CrossRef]
- Kahn, W.A. Psychological Conditions of Personal Engagement and Disengagement at Work. Acad. Manag. J. 1990, 33, 692–724. [Google Scholar] [CrossRef]
- Schaufeli, W.B.; Salanova, M.; González-Romá, V.; Bakker, A.B. The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach. J. Happiness Stud. 2002, 3, 74. [Google Scholar] [CrossRef]
- Rich, B.L.; Lepine, J.A.; Crawford, E.R. Job Engagement: Antecedents and Effects on Job Performance. Acad. Manag. J. 2010, 53, 617–635. [Google Scholar] [CrossRef]
- Christian, M.S.; Garza, A.S.; Slaughter, J.E. Work Engagement: A Quantitative Review and Test of Its Relations with Task and Contextual Performance. Pers. Psychol. 2011, 64, 89–136. [Google Scholar] [CrossRef]
- Bakker, A.B.; Leiter, M. Strategic and Proactive Approaches to Work Engagement. Organ. Dyn. 2017, 46, 67–75. [Google Scholar] [CrossRef]
- Bhuvanaiah, T.; Raya, R. Employee Engagement: Key to Organizational Success. SCMS J. Indian Manag. 2014, 11, 61. [Google Scholar]
- Saks, A.M. Antecedents and Consequences of Employee Engagement Revisited. J. Organ. Eff. People Perform. 2019, 6, 19–38. [Google Scholar] [CrossRef]
- Boamah, S.; Laschinger, H. Engaging New Nurses: The Role of Psychological Capital and Workplace Empowerment. J. Res. Nurs. 2015, 20, 265–277. [Google Scholar] [CrossRef]
- Bakker, A.B.; Demerouti, E.; Sanz-Vergel, A.I. Burnout and Work Engagement: The JD–R Approach. Annu. Rev. Organ. Psychol. Organ. Behav. 2014, 1, 389–411. [Google Scholar] [CrossRef]
- Mauno, S.; Kinnunen, U.; Ruokolainen, M. Job Demands and Resources as Antecedents of Work Engagement: A Longitudinal Study. J. Vocat. Behav. 2007, 70, 149–171. [Google Scholar] [CrossRef]
- Hakanen, J.J.; Bakker, A.B.; Schaufeli, W.B. Burnout and Work Engagement among Teachers. J. Sch. Psychol. 2006, 43, 495–513. [Google Scholar] [CrossRef]
- Karasek, R.A., Jr. Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign. Adm. Sci. Q. 1979, 24, 285–308. [Google Scholar] [CrossRef]
- Wong, T.P.; Page, D. A Conceptual Framework for Measuring Servant-Leadership. In The Human Factor in Shaping the Course of History and Development; University Press of America: Lanham, MD, USA, 2000. [Google Scholar]
- Greenleaf, R.K. The Servant as Leader; Greenleaf Center for Servant Leadership: Westfield, IN, USA, 2008. [Google Scholar]
- Yao, Y.; Zhang, L.; Sun, H. Enhancing Project Managers’ Strategy Commitment by Leader-Leader Exchange: The Role of Psychological Empowerment and Organizational Identification. Int. J. Proj. Manag. 2023, 41, 102465. [Google Scholar] [CrossRef]
- Liden, R.C.; Wayne, S.J.; Liao, C.; Meuser, J.D. Servant Leadership and Serving Culture: Influence on Individual and Unit Performance. Acad. Manag. J. 2014, 57, 1434–1452. [Google Scholar] [CrossRef]
- Hu, J.; Liden, R.C. Antecedents of Team Potency and Team Effectiveness: An Examination of Goal and Process Clarity and Servant Leadership. J. Appl. Psychol. 2011, 96, 851. [Google Scholar] [CrossRef] [PubMed]
- Usman, M.; Ali, M.; Soetan, G.T.; Ayoko, O.B.; Berber, A. Seeing Others’ Side to Serve: Understanding How and When Servant Leadership Impacts Employee Knowledge-Hiding Behaviors. Hum. Relat. 2024, 77, 3–28. [Google Scholar] [CrossRef]
- Liden, R.C.; Wayne, S.J.; Meuser, J.D.; Hu, J.; Wu, J.; Liao, C. Servant Leadership: Validation of a Short Form of the SL-28. Leadersh. Q. 2015, 26, 254–269. [Google Scholar] [CrossRef]
- Gandolfi, F.; Stone, S. Leadership, Leadership Styles, and Servant Leadership. J. Manag. Res. 2018, 18, 261–269. [Google Scholar]
- Barbuto, J.E., Jr.; Wheeler, D.W. Scale Development and Construct Clarification of Servant Leadership. Group Organ. Manag. 2006, 31, 300–326. [Google Scholar] [CrossRef]
- Bavik, A. A Systematic Review of the Servant Leadership Literature in Management and Hospitality. Int. J. Contemp. Hosp. Manag. 2020, 32, 347–382. [Google Scholar] [CrossRef]
- Ehrhart, M.G. Leadership and Procedural Justice Climate as Antecedents of Unit-Level Organizational Citizenship Behavior. Pers. Psychol. 2004, 57, 61–94. [Google Scholar] [CrossRef]
- Gębczyńska, M. Job Satisfaction in Project-Based Organization. Zesz. Naukowe. Organ. I Zarządzanie/Politech. Śląska 2020, 146, 113–129. [Google Scholar] [CrossRef]
- Hobfoll, S.E. Conservation of Resources: A New Attempt at Conceptualizing Stress. Am. Psychol. 1989, 44, 513. [Google Scholar] [CrossRef] [PubMed]
- Kaya, B.; Karatepe, O.M. Does Servant Leadership Better Explain Work Engagement, Career Satisfaction and Adaptive Performance than Authentic Leadership? Int. J. Contemp. Hosp. Manag. 2020, 32, 2075–2095. [Google Scholar] [CrossRef]
- Dutta, S.; Khatri, P. Servant Leadership and Positive Organizational Behaviour: The Road Ahead to Reduce Employees’ Turnover Intentions. Horizon 2017, 25, 60–82. [Google Scholar] [CrossRef]
- Eva, N.; Robin, M.; Sendjaya, S.; Van Dierendonck, D.; Liden, R.C. Servant Leadership: A Systematic Review and Call for Future Research. Leadersh. Q. 2019, 30, 111–132. [Google Scholar] [CrossRef]
- Mondy, A.E. To Serve and Deplete: Exploring Outcomes of Emotional Exhaustion in Servant Leadership and the Moderating Role of Self-Leadership. Ph.D. Thesis, University of South Alabama, Mobile, AL, USA, 2023. [Google Scholar]
- Zhang, H.; Kwong Kwan, H.; Everett, A.M.; Jian, Z. Servant Leadership, Organizational Identification, and Work-to-Family Enrichment: The Moderating Role of Work Climate for Sharing Family Concerns. Hum. Resour. Manag. 2012, 51, 747–767. [Google Scholar] [CrossRef]
- Rhoades, L.; Eisenberger, R. Perceived Organizational Support: A Review of the Literature. J. Appl. Psychol. 2002, 87, 698. [Google Scholar] [CrossRef] [PubMed]
- Bao, H.; Liu, C.; Ma, J.; Feng, J.; He, H. When Job Resources Function as a Stress Buffer: A Resource Allocation Perspective of the Job Demands-Resources Model. Personal. Individ. Differ. 2022, 192, 111591. [Google Scholar] [CrossRef]
- Liu, L.; Hu, S.; Wang, L.; Sui, G.; Ma, L. Positive Resources for Combating Depressive Symptoms among Chinese Male Correctional Officers: Perceived Organizational Support and Psychological Capital. BMC Psychiatry 2013, 13, 1–9. [Google Scholar] [CrossRef] [PubMed]
- Bobbio, A.; Bellan, M.; Manganelli, A.M. Empowering Leadership, Perceived Organizational Support, Trust, and Job Burnout for Nurses: A Study in an Italian General Hospital. Health Care Manag. Rev. 2012, 37, 77–87. [Google Scholar] [CrossRef] [PubMed]
- Valeri, D.P. The Origins of Servant Leadership. Ph.D. Thesis, Greenleaf University, Jefferson City, MO, USA, 2007. [Google Scholar]
- Saks, A.M.; Gruman, J.A. Socialization Resources Theory and Newcomers’ Work Engagement: A New Pathway to Newcomer Socialization. Career Dev. Int. 2018, 23, 12–32. [Google Scholar] [CrossRef]
- Xanthopoulou, D.; Bakker, A.B.; Demerouti, E.; Schaufeli, W.B. The Role of Personal Resources in the Job Demands-Resources Model. Int. J. Stress Manag. 2007, 14, 121. [Google Scholar] [CrossRef]
- Smith, B.W.; Tooley, E.M.; Christopher, P.J.; Kay, V.S. Resilience as the Ability to Bounce Back from Stress: A Neglected Personal Resource? J. Posit. Psychol. 2010, 5, 166–176. [Google Scholar] [CrossRef]
- Bakker, A.B. An Evidence-Based Model of Work Engagement. Curr. Dir. Psychol. Sci. 2011, 20, 265–269. [Google Scholar] [CrossRef]
- Kuntz, J.R.; Malinen, S.; Näswall, K. Employee Resilience: Directions for Resilience Development. Consult. Psychol. J. Pract. Res. 2017, 69, 223. [Google Scholar] [CrossRef]
- Wu, W.-L.; Lee, Y.-C. Empowering Group Leaders Encourages Knowledge Sharing: Integrating the Social Exchange Theory and Positive Organizational Behavior Perspective. J. Knowl. Manag. 2017, 21, 474–491. [Google Scholar] [CrossRef]
- Bakker, A.B.; Demerouti, E. Job Demands–Resources Theory: Taking Stock and Looking Forward. J. Occup. Health Psychol. 2017, 22, 273. [Google Scholar] [CrossRef] [PubMed]
- Milliman, J.; Gatling, A.; Kim, J.S. The Effect of Workplace Spirituality on Hospitality Employee Engagement, Intention to Stay, and Service Delivery. J. Hosp. Tour. Manag. 2018, 35, 56–65. [Google Scholar] [CrossRef]
- Masten, A.S. Ordinary Magic: Resilience Processes in Development. Am. Psychol. 2001, 56, 227. [Google Scholar] [CrossRef] [PubMed]
- Parker, S.L.; Jimmieson, N.L.; Walsh, A.J.; Loakes, J.L. Trait Resilience Fosters Adaptive Coping When Control Opportunities Are High: Implications for the Motivating Potential of Active Work. J. Bus. Psychol. 2015, 30, 583–604. [Google Scholar] [CrossRef]
- Puspo Wiroko, E. The Role of Servant Leadership and Resilience in Predicting Work Engagement. J. Resilient Econ. 2021, 1, 32–40. [Google Scholar]
- Gyu Park, J.; Sik Kim, J.; Yoon, S.W.; Joo, B.-K. The Effects of Empowering Leadership on Psychological Well-Being and Job Engagement. Leadersh. Organ. Dev. J. 2017, 38, 350–367. [Google Scholar] [CrossRef]
- Chen, Z.; Zhu, J.; Zhou, M. How Does a Servant Leader Fuel the Service Fire? A Multilevel Model of Servant Leadership, Individual Self Identity, Group Competition Climate, and Customer Service Performance. J. Appl. Psychol. 2015, 100, 511. [Google Scholar] [CrossRef] [PubMed]
- Hartwig, A.; Clarke, S.; Johnson, S.; Willis, S. Workplace Team Resilience: A Systematic Review and Conceptual Development. Organ. Psychol. Rev. 2020, 10, 169–200. [Google Scholar] [CrossRef]
- Eisenberger, R.; Huntington, R.; Hutchison, S.; Sowa, D. Perceived Organizational Support. J. Appl. Psychol. 1986, 71, 500. [Google Scholar] [CrossRef]
- Caesens, G.; Marique, G.; Hanin, D.; Stinglhamber, F. The Relationship between Perceived Organizational Support and Proactive Behaviour Directed towards the Organization. Eur. J. Work Organ. Psychol. 2016, 25, 398–411. [Google Scholar] [CrossRef]
- Caesens, G.; Marique, G.; Stinglhamber, F. The Relationship between Perceived Organizational Support and Affective Commitment. J. Pers. Psychol. 2014, 13, 167–173. [Google Scholar] [CrossRef]
- Bakker, A.B.; Albrecht, S. Work Engagement: Current Trends. Career Dev. Int. 2018, 23, 4–11. [Google Scholar] [CrossRef]
- Rabiul, M.K.; Patwary, A.K.; Panha, I.M. The Role of Servant Leadership, Self-Efficacy, High Performance Work Systems, and Work Engagement in Increasing Service-Oriented Behavior. J. Hosp. Mark. Manag. 2022, 31, 504–526. [Google Scholar] [CrossRef]
- Samimi, E.; Sydow, J. Human Resource Management in Project-Based Organizations: Revisiting the Permanency Assumption. Int. J. Hum. Resour. Manag. 2019, 32, 49–83. [Google Scholar] [CrossRef]
- Melkonian, T.; Picq, T. Building Project Capabilities in PBOs: Lessons from the French Special Forces. Int. J. Proj. Manag. 2011, 29, 455–467. [Google Scholar] [CrossRef]
- Nauman, S.; Bhatti, S.H.; Imam, H.; Khan, M.S. How Servant Leadership Drives Project Team Performance Through Collaborative Culture and Knowledge Sharing. Proj. Manag. J. 2022, 53, 17–32. [Google Scholar] [CrossRef]
- Al-Hawari, M.A.; Bani-Melhem, S.; Quratulain, S. Do Frontline Employees Cope Effectively with Abusive Supervision and Customer Incivility? Testing the Effect of Employee Resilience. J. Bus. Psychol. 2020, 35, 223–240. [Google Scholar] [CrossRef]
- Cheng, B.; Jiang, D.; Riley, J.H. Organizational Commitment, Supervisory Commitment, and Employee Outcomes in the Chinese Context: Proximal Hypothesis or Global Hypothesis? J. Organ. Behav. 2003, 24, 313–334. [Google Scholar] [CrossRef]
- Schaufeli, W.B.; Bakker, A.B.; Salanova, M. The Measurement of Work Engagement With a Short Questionnaire: A Cross-National Study. Educ. Psychol. Meas. 2006, 66, 701–716. [Google Scholar] [CrossRef]
- Xia, N.; Sun, N.; Ding, S. How Psychological Capital Drives the Initiative of Project Managers in the Chinese Construction Industry: The Roles of Work Engagement and Decision Authority. J. Manag. Eng. 2022, 38, 04022031. [Google Scholar] [CrossRef]
- Haver, A.; Akerjordet, K.; Furunes, T. Emotion Regulation and Its Implications for Leadership: An Integrative Review and Future Research Agenda. J. Leadersh. Organ. Stud. 2013, 20, 287–303. [Google Scholar] [CrossRef]
- Sun, H.; Zhang, L.; Meng, J. Alleviating Knowledge Contribution Loafing among Engineering Designers by Ethical Leadership: The Role of Knowledge-Based Psychological Ownership and Emotion Regulation Strategies. J. Knowl. Manag. 2020, 24, 235–257. [Google Scholar] [CrossRef]
- Henseler, J.; Ringle, C.M.; Sarstedt, M. A New Criterion for Assessing Discriminant Validity in Variance-Based Structural Equation Modeling. J. Acad. Mark. Sci. 2015, 43, 115–135. [Google Scholar] [CrossRef]
- Podsakoff, P.M.; MacKenzie, S.B.; Lee, J.-Y.; Podsakoff, N.P. Common Method Biases in Behavioral Research: A Critical Review of the Literature and Recommended Remedies. J. Appl. Psychol. 2003, 88, 879–903. [Google Scholar] [CrossRef] [PubMed]
- Chin, W.; Marcoulides, G. The Partial Least Squares Approach to Structural Equation Modeling. Mod. Methods Bus. Res. 1998, 8, 295–336. [Google Scholar]
- Agarwal, U.A.; Anantatmula, V. Psychological Safety Effects on Knowledge Sharing in Project Teams. IEEE Trans. Eng. Manag. 2021, 70, 3876–3886. [Google Scholar] [CrossRef]
- Bilal, A.; Siddiquei, A.; Asadullah, M.A.; Awan, H.M.; Asmi, F. Servant Leadership: A New Perspective to Explore Project Leadership and Team Effectiveness. Int. J. Organ. Anal. 2021, 29, 699–715. [Google Scholar] [CrossRef]
- Schaufeli, H.B.; Salanova, M. 33 How to Improve Work Engagement? In Handbook of Employee Engagement: Perspectives, Issues, Research and Practice; Edward Elgar Publishing: Northampton, MA, USA, 2010; Volume 399. [Google Scholar]
- Zhang, L.; Cheng, J. Effect of Knowledge Leadership on Knowledge Sharing in Engineering Project Design Teams: The Role of Social Capital. Proj. Manag. J. 2015, 46, 111–124. [Google Scholar] [CrossRef]
- Namaziandost, E.; Heydarnejad, T.; Rahmani Doqaruni, V.; Azizi, Z. Modeling the Contributions of EFL University Professors’ Emotion Regulation to Self-Efficacy, Work Engagement, and Anger. Curr. Psychol. 2023, 42, 2279–2293. [Google Scholar] [CrossRef] [PubMed]
Variable | Category | Number | Percentage |
---|---|---|---|
Gender | Male | 210 | 59.04% |
Female | 146 | 40.96% | |
Age | Below 25 | 62 | 17.39% |
26–35 | 133 | 37.30% | |
36–45 | 103 | 29.06% | |
Above 45 | 58 | 16.25% | |
Education level | Below junior college | 138 | 38.90% |
Undergraduate | 182 | 51.26% | |
Postgraduate | 29 | 8.01% | |
PhD | 7 | 1.83% | |
Industry | Construction | 88 | 24.71% |
Manufacturing | 104 | 29.29% | |
IT | 120 | 33.64% | |
Other | 44 | 12.36% | |
Position | General employees | 232 | 65.22% |
Line manager | 68 | 19.22% | |
Middle manager | 33 | 9.15% | |
Senior manager | 23 | 6.41% | |
Work experience | 0–5 | 66 | 18.54% |
6–10 | 109 | 30.66% | |
11–15 | 104 | 29.06% | |
>15 | 77 | 21.74% |
Constructs and Items | Factor Loading | CR | Cronbach’s a | AVE |
---|---|---|---|---|
Servant leadership | 0.923 | 0.903 | 0.696 | |
1: In the last completed project, my leader could tell if something work-related was going wrong. | 0.743 | |||
2: In the last completed project, my leader made my career development a priority. | 0.733 | |||
3: In the last completed project, I would seek help from my leader if I had a personal problem. | 0.732 | |||
4: In the last completed project, my leader emphasized the importance of giving back to the community. | 0.758 | |||
5: In the last completed project, my leader put my best interests ahead of their own. | 0.748 | |||
6: In the last completed project, my leader gave me the freedom to handle difficult situations in the way that I felt was best. | 0.697 | |||
7: In the last completed project, my leader would not compromise ethical principles to achieve success. | 0.736 | |||
Employee resilience | 0.920 | 0.891 | 0.732 | |
1: I usually manage difficulties one way or another at work. | 0.748 | |||
2: I can be “on my own,” so to speak, at work if I have to. | 0.777 | |||
3: I usually take stressful things at work in my stride. | 0.781 | |||
4: I can get through difficult times at work because I have experienced before difficulties. | 0.778 | |||
5: I feel I can handle many things at a time at my job. | 0.754 | |||
Organizational support | 0.916 | 0.878 | 0.632 | |
1: My organization strongly considers my goals and values. | 0.821 | |||
2: My organization cares about my well-being. | 0.794 | |||
3: My organization won’t take advantage of me whenever there’s an opportunity. | 0.809 | |||
4: My organization shows great concern for me. | 0.762 | |||
Work engagement | 0.947 | 0.937 | 0.665 | |
1: At my work, I feel bursting with energy. | 0.774 | |||
2: At my job, I feel strong and vigorous. | 0.753 | |||
3: I am enthusiastic about my job. | 0.744 | |||
4: My job inspires me. | 0.745 | |||
5: When I get up in the morning, I feel like going to work. | 0.753 | |||
6: I feel happy when I am working intensely. | 0.724 | |||
7: I am proud of the work that I do. | 0.747 | |||
8: I am immersed in my work. | 0.762 | |||
9: I get carried away when I am working. | 0.740 |
ER | OS | SL | WE | |
---|---|---|---|---|
ER | ||||
OS | 0.471 | |||
SL | 0.540 | 0.511 | ||
WE | 0.612 | 0.540 | 0.612 |
Disclaimer/Publisher’s Note: The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of MDPI and/or the editor(s). MDPI and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content. |
© 2024 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/).
Share and Cite
Cai, M.; Wang, M.; Cheng, J. The Effect of Servant Leadership on Work Engagement: The Role of Employee Resilience and Organizational Support. Behav. Sci. 2024, 14, 300. https://doi.org/10.3390/bs14040300
Cai M, Wang M, Cheng J. The Effect of Servant Leadership on Work Engagement: The Role of Employee Resilience and Organizational Support. Behavioral Sciences. 2024; 14(4):300. https://doi.org/10.3390/bs14040300
Chicago/Turabian StyleCai, Mingyue, Minghui Wang, and Jiajia Cheng. 2024. "The Effect of Servant Leadership on Work Engagement: The Role of Employee Resilience and Organizational Support" Behavioral Sciences 14, no. 4: 300. https://doi.org/10.3390/bs14040300