Time pressure, coping strategies and work engagement: moderation of inclusive-leadership

Abstract

Purpose This study aims to unravel the effects of time pressure on work engagement within Chinese organizational settings, considering the moderating effect of inclusive leadership and the mediating role of coping strategies. It seeks to apply and extend theories such as the job demands-resources (JD-R) model, Lazarus’s stress and coping (LSC) framework and leader–member exchange (LMX) theory on stress and coping to understand these dynamics comprehensively. Design/methodology/approach The study collected responses from 211 Chinese professionals in the manufacturing sector through a structured questionnaire. Multiple regression analysis was used to test the hypotheses. Findings Results reveal that problem-focused coping strategies positively correlate with work engagement, whereas emotion-focused coping strategies do not show a significant association. Both emotion-focused and problem-focused coping strategies mediate the relationship between time pressure and work engagement. Additionally, inclusive leadership positively moderates the relationship between time pressure and both problem-focused and emotion-focused coping strategies. Practical implications Organizational leaders and HR practitioners of companies can devise interventions to enhance employee engagement by leveraging the findings of this study, which advances our understanding of the critical role of coping strategies and the influence of inclusive leadership, particularly under time pressure, which is prevalent in fast-paced work environments. Originality/value The research integrates the JD-R model, LMX theory and LSC framework to explore workplace dynamics in China, presenting new insights into coping mechanisms and leadership roles in high-pressure environments.

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