Abstract
The current study explored the relationship between leadership styles and employee engagement in the case of a Qatari public corporation. Survey research method was used in the research. In order to meet the research objectives, an online survey questionnaire was developed and distributed to a simple random sample of 294 employees. Descriptive and analytical statistical techniques available in SPSS were used to analyze the data of the 125 returned surveys. The results of the current study revealed that: (1) about 75% of the respondents are engaged in their work, (2) employees perceive their supervisors as transformational leaders rather than transactional leaders. Nonetheless, employees perceive their supervisors as neither pure transformational leaders nor pure transactional leaders, (3) there is strong and positive correlation between employee engagement and both transformational and transactional leadership styles. However, the correlation between transactional leadership and employee engagement was stronger than the correlation between transformational leadership and employee engagement. Based on that it is recommended to: (1) encourage supervisors to mix both transformational and transactional leadership styles by considering the situation and the nature of the task assigned to employees, (2) take action to develop leadership skills and behaviors, (3) show recognition for employee contributions and efforts, (4) strengthen the relationships between employees and their supervisors. In conclusion, it is important to develop strategies and practices to enhance employee engagement. One of the key factors in doing so is the development of leadership styles and behaviours.
Highlights
Nowadays organizations face huge challenges due to different factors, such as globalization, fierce competition, information technology, stakeholder pressure, and rapid changes in customer expectations (Masood et al, 2016)
This average is less than the average of transformational leadership style, it indicates that employees perceive their supervisors as neither pure transformational leadership nor pure transactional leadership
The correlation between transactional leadership and employee engagement was stronger than the correlation between transformational leadership and employee engagement
Summary
Nowadays organizations face huge challenges due to different factors, such as globalization, fierce competition, information technology, stakeholder pressure, and rapid changes in customer expectations (Masood et al, 2016). These factors and others are threatening all types of organizations, small and big, local and international, private and public. In order to respond to such challenges, organizations need to invest heavily in human resource, the most valuable resource for all organizations Based on this notion, it is essential that organizations set strategies, plans, and actions to meet the challenges they face and maximize the contributions of human resources on their performance (Gubman, 2019). Organizations should simultaneously seek strategies to enhance engagement because of the direct and indirect relationships between engagement, productivity, and performance (Zhang, 2018)
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