1. Work Engagement
- Author
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Diana L. Strom, Kristine M. Kelly, and Karen L. Sears
- Subjects
Organizational Behavior and Human Resource Management ,Sociology and Political Science ,business.industry ,Strategy and Management ,Work engagement ,Management Science and Operations Research ,Public relations ,Social engagement ,Transactional leadership ,Transformational leadership ,Organizational justice ,Leadership style ,Business and International Management ,Public engagement ,Psychology ,business ,Social psychology - Abstract
The primary objective of this research was to examine both transactional and transformational leadership styles as serving in the role of moderators in the relationship between organizational justice and work engagement. An online survey was administered to 348 respondents. Results supported the hypothesis that the positive relationship that both distributive and procedural justice held to work engagement would be more pronounced among employees experiencing low transactional leadership than among employees experiencing high transactional leadership. This set of results is consistent with the principles of leader fairness theory, which suggests that a low transactional leadership style elicits uncertainty about one’s social self in the context of the workplace, and this state of uncertainty incites an employee’s intensified desire to seek justice-related information.
- Published
- 2013