You can't make me! The role of self-leadership in enhancing organizational commitment and work engagement
Purpose: The purpose of this paper is to explore the role of self-leadership in enhancing work engagement through the mediating mechanisms of affective, normative and continuance organizational commitment. Design/methodology/approach: Data collected from 258 transportation workers were examined in a parallel mediation model in PROCESS. Findings: The results of these analyses suggest that the positive relationship between self-leadership and work engagement is partially mediated by affective commitment and normative commitment, but not by continuance commitment. Research limitations/implications: The findings imply that organizational decision makers should implement practices designed to increase self-leadership in the workplace and enhance employee work engagement. These practices include empowering leadership, recruitment and selection of self-leading employees, and self-leadership training interventions. The study was subject to limitations common to attitudinal survey research. Originality/value: This study responds calls to explore the mediating mechanisms through which self-leadership affects organizational outcomes and helps explain why self-leadership affects employee work engagement.
Year of publication: |
2021
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Authors: | Knotts, Kevin G. ; Houghton, Jeffery D. |
Published in: |
Leadership & Organization Development Journal. - Emerald, ISSN 0143-7739, ZDB-ID 2021219-7. - Vol. 42.2021, 5 (29.04.), p. 748-762
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Publisher: |
Emerald |
Saved in:
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