Leadership and Team Values Shape Employee Engagement: Test of a Multilevel Moderated Mediation Model
Leadership and Team Values Shape Employee Engagement: Test of a Multilevel Moderated Mediation Model
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DOI：
10.5539/ijbm.v13n4p23
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发表时间：
2018-03
影响因子：
0.7
通讯作者：
M. Matsunaga
中科院分区：
文献类型：
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作者：
M. Matsunaga
目前的研究仔细研究了领导者的沟通和团队价值取向与员工敬业度之间的互动关系。提出的模型假设领导对敬业度的影响将通过追随者对领导者的信任来中介，这种领导-信任-敬业度的联动将受到团队权力距离和集体主义的调节；此外，员工发声行为被视为敬业度的行为表现。以日本一家大型电子公司(n=638名成员和68名团队领导)收集的数据进行多水平结构方程模型分析的结果表明，当团队权力距离和集体主义程度较高时，变革型领导与员工信任和敬业度呈正相关，而当团队价值观较低时，变革型领导与员工信任和敬业度没有显著正相关。无论团队价值观如何，交易型领导都会对信任和敬业度产生负面影响。最后，敬业度与员工发声行为呈显著正相关。讨论了这些发现的理论和实践意义。
The current research scrutinized how a leader’s communication and team value orientations interactively relate to employee engagement. The proposed model hypothesized that the impact of leadership on engagement would be mediated by followers’ trust toward a leader and this leadership-trust-engagement linkage would be moderated by team power distance and collectivism; in addition, employee voice behavior was examined as a behavioral manifestation of engagement. The results of multilevel structural equation modeling analyses with the data collected at a large electronics company in Japan ( n = 638 members and 68 team leaders) revealed that transformational leadership was positively associated with employee trust and engagement when team power distance and collectivism were high, but not when those team values were low. Transactional leadership had negative effects on trust and engagement, regardless of team values. Finally, engagement was strongly positively associated with employee voice behavior. Theoretical and practical implications of these findings are discussed.