Authentic leadership and employee engagement: The role of employee well-being

Vui‐Yee Koon · Tsu-Sin Ho

60 citations0/0 files storedHuman Systems Management

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Job Satisfaction and Organizational Behavior Employee Performance and Management Workaholism, burnout, and well-being

Abstract

BACKGROUND/OBJECTIVE: To understand how perceived authentic leadership translates into work engagement, this study hypothesize that perceived authentic leadership facilitates positive conditions of well-being, which in turn predict employee work engagement. This study asserts that each of the three mediating paths comprising life, workplace, and psychological well-being, is expected to mediate the relationship based on the conservation of resources (COR) theory and relational perspective. METHODOLOGY: Data were collected from the two-wave survey of 150 full-time employees and analyzed using the PROCESS macro in SPSS. An additional analysis to identify well-being sentiment was conducted using NodeXL with Twitter data. RESULTS: The results indicated only workplace well-being has a mediational effect between perceived authentic leadership and work engagement. The additional analysis found that workplace well-being is the central tenet of interaction between people in social media. CONCLUSIONS: These findings demonstrate the importance of workplace well-being in promoting work engagement.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1998Principles and Practice of Structural Equation Modeling 1989Conservation of resources: A new attempt at conceptualizing stress.1999Subjective well-being: Three decades of progress.2004Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study 2000Subjective well-being: The science of happiness and a proposal for a national index.2005Authentic leadership development: Getting to the root of positive forms of leadership 2002Burnout and Engagement in University Students

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