IDEAS home Printed from https://ideas.repec.org/a/ids/ijbglo/v32y2022i2-3p141-158.html
   My bibliography  Save this article

Positive leadership drives work engagement: a perception study of information technology employees

Author

Listed:
  • R. Sunil Kumar
  • Harold Andrew Patrick

Abstract

Positive behaviour brings in a positive orientation. Business leaders today need to demonstrate effective leadership by developing, recognising and providing quality of work-life to their employees. The purpose of this study was to investigate the influence of positive leadership behaviour on work engagement among employees in Indian information technology organisations. Mixed-method research was adopted, using two standardised, reliable and valid scales administered to 203 software employees, with a minimum of two years' experience. Judgmental sampling technique was adopted to select the companies and respondents. Employees agreed that they experienced positive leadership behaviours from their supervisors, and it increased their work engagement. The study found that positive leadership behaviours significantly influence the work engagement. Strength-based leadership behaviour dimension significantly predicted and influenced work engagement. Implications of the study are discussed, as to how organisations should encourage their immediate supervisors to practice positive leadership and develop strategies to enhance positive leadership approaches.

Suggested Citation

  • R. Sunil Kumar & Harold Andrew Patrick, 2022. "Positive leadership drives work engagement: a perception study of information technology employees," International Journal of Business and Globalisation, Inderscience Enterprises Ltd, vol. 32(2/3), pages 141-158.
    • Handle: RePEc:ids:ijbglo:v:32:y:2022:i:2/3:p:141-158
    as

    Download full text from publisher

    File URL: http://www.inderscience.com/link.php?id=127356
    Download Restriction: Access to full text is restricted to subscribers.
    ---><---

    As the access to this document is restricted, you may want to search for a different version of it.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:ids:ijbglo:v:32:y:2022:i:2/3:p:141-158. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Sarah Parker (email available below). General contact details of provider: http://www.inderscience.com/browse/index.php?journalID=245 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.