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You can't make me! The role of self-leadership in enhancing organizational commitment and work engagement

You can't make me! The role of self-leadership in enhancing organizational commitment and work... 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/approachData collected from 258 transportation workers were examined in a parallel mediation model in PROCESS.FindingsThe 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/implicationsThe 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/valueThis 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

You can't make me! The role of self-leadership in enhancing organizational commitment and work engagement

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0143-7739
DOI
10.1108/lodj-10-2020-0436
Publisher site
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Abstract

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/approachData collected from 258 transportation workers were examined in a parallel mediation model in PROCESS.FindingsThe 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/implicationsThe 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/valueThis 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.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: Jun 23, 2021

Keywords: Self-leadership; Work engagement; Organizational commitment; Affective commitment; Normative commitment; Continuance commitment

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