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Work Engagement as a Consequence of Work Overload and Intimidation: The Moderating role of Spiritual Leadership and Organizational Climate

Author

Listed:
  • Bakhtawar, Ayesha
  • Adnan, Muhammad
  • Zainab

Abstract

Purpose The purpose of the study seeks to proposed and test a research model that investigates impact of work-overload on employee engagement and employee psychological wellbeing via mediating role of intimidation and moderating role of spiritual leadership and organizational climate by employing moderation-mediation- moderation modelDesign/Methodology/Approach: The data was collected from 351 pharmaceutical employees working as sales force. The study issuing convenient sampling technique. Smart PLS-SEM was used for data analysis.Findings: The result of SEM findings revealed that spiritual leadership fails to moderate the relationship in the perspective of existing framework whereas organization climate moderates the relationship between intimidation and employee engagement, which indicates that even the intimidated employees got engaged in their work in the presence of supportive organization climate.Implications/Originality/Value: The study framework and methodology contribute in the existing literature and creates future horizons for the scholars. Longitudinal data might be valuable in future studies for establishing causal extrapolations between study variables. Future studies could benefit from incorporating cross-cultural study. Our insights can even be extended to employees in plenty of other workplaces wherein everyday organizational interactions are necessary

Suggested Citation

  • Bakhtawar, Ayesha & Adnan, Muhammad & Zainab, 2021. "Work Engagement as a Consequence of Work Overload and Intimidation: The Moderating role of Spiritual Leadership and Organizational Climate," Journal of Accounting and Finance in Emerging Economies, CSRC Publishing, Center for Sustainability Research and Consultancy Pakistan, vol. 7(3), pages 651-665, September.
    • Handle: RePEc:src:jafeec:v:7:y:2021:i:3:p:651-665
    DOI: http://doi.org/10.26710/jafee.v7i3.1912
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