Job engagement as the mediator on the relationship between leadership styles, organizational structure, and organizational performance

Job engagement as the mediator on the relationship between leadership styles, organizational structure, and organizational performance

The aim of this research is to investigate the relationship between leadership styles (i.e. transformational, transactional, and passive avoidant), organizational structure and organizational performance through the mediating role of job engagement in government-owned mobile phone company in Banglad...

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Main Author: Ali, Khan Sarfaraz
Format: Thesis
Language:eng
eng
Published: 2019
Subjects:
HF5549-5549.5 Personnel Management
Employment
Online Access:https://etd.uum.edu.my/8098/1/s94373_01.pdf
https://etd.uum.edu.my/8098/2/s94373_02.pdf
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id my-uum-etd.8098
record_format uketd_dc
institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
advisor Ahmad, Fais
Johari, Husna
topic HF5549-5549.5 Personnel Management
Employment
spellingShingle HF5549-5549.5 Personnel Management
Employment
Ali, Khan Sarfaraz
Job engagement as the mediator on the relationship between leadership styles, organizational structure, and organizational performance
description The aim of this research is to investigate the relationship between leadership styles (i.e. transformational, transactional, and passive avoidant), organizational structure and organizational performance through the mediating role of job engagement in government-owned mobile phone company in Bangladesh. The study adopted the survey method for data collection and a total of 213 questionnaires were analyzed giving a response rate of 38.31 percent. This study used convenience sampling for sample selection. The respondents of the study were from the mid-level position e.g. senior executive, assistant manager, deputy manager, manager, and deputy general manager of Teletalk mobile phone company. The collected data were analyzed using SPSS version 20, and Partial Least Squares-Structural Equation Modeling (PLS-SEM) was used to test the study hypotheses. With regard to leadership styles, the study revealed that the relationship between transformational leadership style and organizational performance is statistically significant; whereas, the relationship between transactional and passive-avoidant leadership style with organizational performance is not significant. Similarly, the relationship between transformational leadership style and job engagement is significant; but the relationship between transactional and passive-avoidant leadership style with job engagement is not significant. Relating to organizational structure, the relationship between organizational structure with organizational performance and job engagement is found statistically significant. Job engagement is also significant with organizational performance. In terms of mediation effects, job engagement mediates the relationship between transformational, passive-avoidant leadership style and organizational structure with organizational performance partially, while the relationship between transactional leadership style and organizational performance is fully mediated by job engagement. Finally, the study implications, limitations as well suggestions are discussed accordingly.
format Thesis
qualification_name Doctor of Philosophy (PhD.)
qualification_level Doctorate
author Ali, Khan Sarfaraz
author_facet Ali, Khan Sarfaraz
author_sort Ali, Khan Sarfaraz
title Job engagement as the mediator on the relationship between leadership styles, organizational structure, and organizational performance
title_short Job engagement as the mediator on the relationship between leadership styles, organizational structure, and organizational performance
title_full Job engagement as the mediator on the relationship between leadership styles, organizational structure, and organizational performance
title_fullStr Job engagement as the mediator on the relationship between leadership styles, organizational structure, and organizational performance
title_full_unstemmed Job engagement as the mediator on the relationship between leadership styles, organizational structure, and organizational performance
title_sort job engagement as the mediator on the relationship between leadership styles, organizational structure, and organizational performance
granting_institution Universiti Utara Malaysia
granting_department School of Business Management
publishDate 2019
url https://etd.uum.edu.my/8098/1/s94373_01.pdf
https://etd.uum.edu.my/8098/2/s94373_02.pdf
_version_ 1747828323976740864
spelling my-uum-etd.80982022-08-08T04:27:57Z Job engagement as the mediator on the relationship between leadership styles, organizational structure, and organizational performance 2019 Ali, Khan Sarfaraz Ahmad, Fais Johari, Husna School of Business Management School of Business Management HF5549-5549.5 Personnel Management. Employment The aim of this research is to investigate the relationship between leadership styles (i.e. transformational, transactional, and passive avoidant), organizational structure and organizational performance through the mediating role of job engagement in government-owned mobile phone company in Bangladesh. The study adopted the survey method for data collection and a total of 213 questionnaires were analyzed giving a response rate of 38.31 percent. This study used convenience sampling for sample selection. The respondents of the study were from the mid-level position e.g. senior executive, assistant manager, deputy manager, manager, and deputy general manager of Teletalk mobile phone company. The collected data were analyzed using SPSS version 20, and Partial Least Squares-Structural Equation Modeling (PLS-SEM) was used to test the study hypotheses. With regard to leadership styles, the study revealed that the relationship between transformational leadership style and organizational performance is statistically significant; whereas, the relationship between transactional and passive-avoidant leadership style with organizational performance is not significant. Similarly, the relationship between transformational leadership style and job engagement is significant; but the relationship between transactional and passive-avoidant leadership style with job engagement is not significant. Relating to organizational structure, the relationship between organizational structure with organizational performance and job engagement is found statistically significant. Job engagement is also significant with organizational performance. In terms of mediation effects, job engagement mediates the relationship between transformational, passive-avoidant leadership style and organizational structure with organizational performance partially, while the relationship between transactional leadership style and organizational performance is fully mediated by job engagement. Finally, the study implications, limitations as well suggestions are discussed accordingly. 2019 Thesis https://etd.uum.edu.my/8098/ https://etd.uum.edu.my/8098/1/s94373_01.pdf text eng public https://etd.uum.edu.my/8098/2/s94373_02.pdf text eng public phd doctoral Universiti Utara Malaysia Adeel, M. M., Khan, H. G. A., Zafar, N., & Rizvi, S. T. (2018). 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