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Leadership and Subordinate Engagement: A Meta-Analytic Examination of its Mechanisms using Self-Determination Theory

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Date Issued:
2017
Abstract/Description:
Although past research has suggested ineffective leadership to be the most common reason for low levels of employee engagement, little is known about the mediating mechanisms underlying this relationship. To address this gap in research, I tested a theoretical model based on Self-Determination Theory (SDT; Deci (&) Ryan, 2000) in which two focal mechanisms, leader-member exchange (LMX) and empowerment, functioned in sequential order to predict the relationship between Full Range Leadership and subordinate engagement. Results showed that transactional leadership had positive and negative indirect effects on engagement, suggesting that transactional leadership comprises a (")double-edged sword(") as a predictor of subordinate engagement. In contrast, the indirect effects between transformational leadership and engagement were consistently positive. As such, current mediation models used in leadership can benefit by drawing from SDT to investigate the unfolding process of leadership through sequential mediation.
Title: Leadership and Subordinate Engagement: A Meta-Analytic Examination of its Mechanisms using Self-Determination Theory.
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Name(s): Young, Henry, Author
Wang, Wei, Committee Chair
Joseph, Dana, Committee Member
Fritzsche, Barbara, Committee Member
University of Central Florida, Degree Grantor
Type of Resource: text
Date Issued: 2017
Publisher: University of Central Florida
Language(s): English
Abstract/Description: Although past research has suggested ineffective leadership to be the most common reason for low levels of employee engagement, little is known about the mediating mechanisms underlying this relationship. To address this gap in research, I tested a theoretical model based on Self-Determination Theory (SDT; Deci (&) Ryan, 2000) in which two focal mechanisms, leader-member exchange (LMX) and empowerment, functioned in sequential order to predict the relationship between Full Range Leadership and subordinate engagement. Results showed that transactional leadership had positive and negative indirect effects on engagement, suggesting that transactional leadership comprises a (")double-edged sword(") as a predictor of subordinate engagement. In contrast, the indirect effects between transformational leadership and engagement were consistently positive. As such, current mediation models used in leadership can benefit by drawing from SDT to investigate the unfolding process of leadership through sequential mediation.
Identifier: CFE0006675 (IID), ucf:51250 (fedora)
Note(s): 2017-05-01
M.S.
Sciences, Psychology
Masters
This record was generated from author submitted information.
Subject(s): engagement -- leadership -- meta-analysis -- empowerment -- LMX
Persistent Link to This Record: http://purl.flvc.org/ucf/fd/CFE0006675
Restrictions on Access: campus 2020-05-15
Host Institution: UCF

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