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Leading for Work Engagement

In: Contemporary Perspectives in Human Resource Management and Organizational Behavior

Author

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  • Riann Singh

    (The University of the West Indies)

  • Shalini Ramdeo

    (The University of the West Indies)

Abstract

This chapter assesses one of the classical, and widely researched organizational behavior (OB) topics; leadership, and its relationship to one of the emerging areas of behavioral research. Leadership research has evolved over time and this evolution is traced with a view of analyzing the recent developments that support leadership approaches and styles that fosters employee work engagement. For instance, a host of positive leadership approaches such as transformational, charismatic, authentic, ethical, and servant have developed over time with recent concepts such as humble leadership, benevolent leadership, and engaging leadership being introduced within the literature. In addition, emerging research suggests that several positive leadership styles have relatively large correlations with work engagement, which indicates the possibility of shared or common ground about its effect on employee work engagement. Indeed, positive leadership styles and work engagement are both associated with positive employee and organizational outcomes, and consequently, research has emerged suggesting mutual relationships between the two. This emerging literature is evaluated and research gaps which can further developments in these two areas, which are not mutually exclusive, are explored.

Suggested Citation

  • Riann Singh & Shalini Ramdeo, 2023. "Leading for Work Engagement," Springer Books, in: Contemporary Perspectives in Human Resource Management and Organizational Behavior, chapter 0, pages 173-190, Springer.
    • Handle: RePEc:spr:sprchp:978-3-031-30225-1_10
    DOI: 10.1007/978-3-031-30225-1_10
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