Leadership styles as predictors of employee engagement at a selected tertiary institution

Résumé

Orientation: The study examined transformational leadership (TFL), transactional leadership (TSL) and servant leadership (SL) as predictors of employee engagement (EE) at a tertiary institution in Cape Town. Research purpose: The study empirically investigated the predictive role of TFL, TSL and SL in EE among a university’s staff in Cape Town. Motivation for the study: The workforce disruption known as ‘The Great Resignation’, in which many Americans voluntarily left their jobs during the coronavirus disease 2019 (COVID-19) pandemic, provides evidence of the necessity for this investigation. Research approach/design and method: The study adopted the positivist philosophical view using an explanatory survey research design and a quantitative approach. The researchers sampled 198 administrative and support staff via a validated questionnaire. Main findings: The study showed a statistically significant collective impact of TFL, TSL and SL on EE ( R 2 = 0.268; F = 25.019; p < 0.01). Similarly, the study’s findings revealed a statistically significant impact of TFL on EE (β = 0.269; t = 3.115; p < 0.01) and a statistically significant influence of TSL on EE (β = 0.254; t = 3.020; p < 0.01). However, the results indicated that SL did not significantly impact EE. Practical/managerial implications: Management of tertiary institutions and supervisors should possess TFL and TSL competencies and be swift in engaging their subordinates. Contribution/value-add: The research outcomes provides insight into enhancing an engaged workforce and proactive measures to increase EE.

Citer ce document

Accès au document

Texte intégral en lecture en ligne, réservé aux abonnés SPHAERO et aux membres de l'institution. Se connecter

Auteur(s)

Statistiques

Consultations : 1

Téléchargements : 0