Daily transactional and transformational leadership and daily employee engagement

Kimberley Breevaart · Arnold B. Bakker · Jørn Hetland · Evangelia Demerouti · Olav Kjellevold Olsen · Roar Espevik

668 citations0/0 files storedJournal of Occupational and Organizational Psychology

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Job Satisfaction and Organizational Behavior Employee Performance and Management Employee Performance and Leadership

Abstract

This diary study adds to the leadership literature by examining the daily influence of transformational leadership, contingent reward, and active management‐by‐exception ( MBE active) on followers' daily work engagement. We compare the unique contribution of these leadership behaviours and focus on the work environment to examine how these leadership behaviours influence followers' daily work engagement. While travelling by sail ship, 61 naval cadets filled out a diary questionnaire for 34 days. Multilevel regression analyses revealed that, after controlling for followers' work engagement the previous day, cadets were more engaged on days that their leader showed more transformational leadership and provided contingent reward. MBE active was unrelated to followers' work engagement. As predicted, transformational leadership and contingent reward contributed to a more favourable work environment (more autonomy and support), while MBE active resulted in a less favourable work environment (less autonomy) for the cadets. This study highlights the importance of daily leadership for followers' daily work engagement. Practitioner points Leaders' daily behaviour influences followers' daily work engagement. Leaders' daily behaviour shapes the daily work environment.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1995The need to belong: Desire for interpersonal attachments as a fundamental human motivation.1987Leadership and Performance beyond Expectations 2006The Measurement of Work Engagement With a Short Questionnaire 1978A Social Information Processing Approach to Job Attitudes and Task Design 2001Crafting a Job: Revisioning Employees as Active Crafters of Their Work 2006Transformational Leadership 2004Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity.

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