Original Research

Leadership styles as predictors of employee engagement at a selected tertiary institution

Genevieve Southgate, John K. Aderibigbe, Tolulope V. Balogun, Bright Mahembe
SA Journal of Human Resource Management | Vol 21 | a2238 | DOI: https://doi.org/10.4102/sajhrm.v21i0.2238 | © 2023 Genevieve Southgate, John K. Aderibigbe, Tolulope V. Balogun, Bright Mahembe | This work is licensed under CC Attribution 4.0
Submitted: 28 January 2023 | Published: 30 August 2023

About the author(s)

Genevieve Southgate, Department of Industrial Psychology, Faculty of Economic and Management Sciences, University of the Western Cape, Cape Town, South Africa
John K. Aderibigbe, Department of Industrial Psychology, Faculty of Economic and Management Sciences, University of the Western Cape, Cape Town, South Africa
Tolulope V. Balogun, Department of Industrial Psychology, Faculty of Economic and Management Sciences, University of the Western Cape, Cape Town, South Africa
Bright Mahembe, Department of Industrial Psychology, Faculty of Economic and Management Sciences, University of the Western Cape, Cape Town, South Africa

Abstract

Orientation: The study examined transformational leadership (TFL), transactional leadership (TSL) and servant leadership (SL) as predictors of employee engagement (EE) at a tertiary institution in Cape Town.

Research purpose: The study empirically investigated the predictive role of TFL, TSL and SL in EE among a university’s staff in Cape Town.

Motivation for the study: The workforce disruption known as ‘The Great Resignation’, in which many Americans voluntarily left their jobs during the coronavirus disease 2019 (COVID-19) pandemic, provides evidence of the necessity for this investigation.

Research approach/design and method: The study adopted the positivist philosophical view using an explanatory survey research design and a quantitative approach. The researchers sampled 198 administrative and support staff via a validated questionnaire.

Main findings: The study showed a statistically significant collective impact of TFL, TSL and SL on EE (R2 = 0.268; F = 25.019; p < 0.01). Similarly, the study’s findings revealed a statistically significant impact of TFL on EE (β = 0.269; t = 3.115; p < 0.01) and a statistically significant influence of TSL on EE (β = 0.254; t = 3.020; p < 0.01). However, the results indicated that SL did not significantly impact EE.

Practical/managerial implications: Management of tertiary institutions and supervisors should possess TFL and TSL competencies and be swift in engaging their subordinates.

Contribution/value-add: The research outcomes provides insight into enhancing an engaged workforce and proactive measures to increase EE.


Keywords

administrative and support staff; employee engagement; servant leadership; tertiary institution; transformational leadership; transactional leadership.

JEL Codes

I23: Higher Education • Research Institutions; J24: Human Capital • Skills • Occupational Choice • Labor Productivity; J81: Working Conditions

Sustainable Development Goal

Goal 3: Good health and well-being

Metrics

Total abstract views: 1717
Total article views: 1734

 

Crossref Citations

1. Sağlık Sektöründe Çalışan Adanmışlığı: Küresel Şirketlerin Sürdürülebilirlik Raporlarına Dayalı Bir Analiz
Nermin Kişi
Uluslararası Ekonomi ve Yenilik Dergisi  year: 2024  
doi: 10.20979/ueyd.1400901