Abstract
Extant research has investigated the relationship between work engagement and various outcomes, such as job performance and organizational commitment, neglecting the effect of work engagement on social relationships at work. Drawing upon person-environment fit theory and LMX theory, the present study aims to examine the effect of (in)congruence between leader and follower work engagement on leader–member exchange (LMX) and the moderating effect of conscientiousness. About 273 employees and 72 leaders participated in this study and completed the measurements of work engagement, conscientiousness, and LMX at two time points. Using cross-level polynomial regressions, we found that, compared with incongruent work engagement, employees perceived high levels of LMX quality when their work engagement was aligned with that of their leaders. Regarding the congruence, the employees reported higher levels of LMX when congruence in work engagement was at higher rather than lower levels. Regarding the incongruence, when the employees engaged less in their work tasks than their leaders, they were more likely to experience lower LMX. Moreover, the negative relationship between incongruence in leader and follower work engagement and LMX was mitigated when followers were more conscientious. All our hypotheses were supported. Both theoretical and practical implications for work engagement as well as future directions are discussed.
Highlights
In the last two decades, the number of studies on work engagement has increased rapidly (Bakker and Albrecht, 2018)
Comparing Congruence With Incongruence According to the person-environment fit theory and the leader–member exchange (LMX) theory, we propose that, compared with incongruence in leader and follower work engagement, congruence would lead to high levels of LMX
We argue that the negative effect of incongruence in leader and follower work engagement on LMX will be mitigated for employees with high levels of conscientiousness
Summary
In the last two decades, the number of studies on work engagement has increased rapidly (Bakker and Albrecht, 2018). People who engage in their work show high levels of energy and involvement in work-related activities, viewing their work as more interesting and meaningful (Harju et al, 2016), and holding more positive effects in terms of their work roles (Bakker and Demerouti, 2008). It is a work-related state of mind, the literature on work engagement has suggested that this is a relatively stable variable and can be used to predict outcomes across time (Macey and Schneider, 2008). Research on work engagement has suggested that work engagement relates to various positive outcomes, such as higher job performance (Breevaart et al, 2015) and higher organizational commitment (Demerouti et al, 2001).
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