Wouter Robijn, Martin C. Euwema, Wilmar B. Schaufeli and Jana Deprez
The purpose of this study is to investigate the relationship between engaging leadership and open conflict norms in teams, with work engagement. A mediating role of basic needs…
Abstract
Purpose
The purpose of this study is to investigate the relationship between engaging leadership and open conflict norms in teams, with work engagement. A mediating role of basic needs satisfaction between these relations is proposed based on self-determination theory.
Design/methodology/approach
Structural equation modeling was used with 133 employees who rated their leader, their team and their own basic need satisfaction and engagement to analyze the direct and indirect effects simultaneously.
Findings
The analysis confirmed that both engaging leadership and open conflict norms had an indirect effect on work engagement through basic needs satisfaction. Furthermore, engaging leadership was positively related with open conflict norms.
Research limitations/implications
The current study adds to the validation of engaging leadership as it confirms that engaging leaders strengthen work engagement through basic need satisfaction. Furthermore, it shows that not only the leader is important, but the team can impact their well-being through the creation of other social resources as open conflict norms.
Originality/value
This paper provides evidence that not only leaders are important to increase work engagement through basic needs satisfaction but also other social resources, such as conflict management. This offers a brand new perspective and opportunities on how to increase work engagement using social resources as conflict management.
Details
Keywords
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
This research paper concentrates on the interplay between engaging leadership and work engagement, as well as the ways in which leaders use open conflict practices to elevate employee wellbeing and work engagement. Ensuring that employees' basic needs are met, while encouraging and investing in team-wide open dialogue skills for in-team conflict exploration, means the stage is set for scaling work engagement's benefits through the manifestation of engaging leadership.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Keywords
Innocentina-Marie Obi, Katalien Bollen, Hillie Aaldering and Martin Claes Euwema
The present study investigates the relationship between servant and authoritarian leadership, and leaders’ third-party conflict behaviors in followers’ conflicts, thereby…
Abstract
Purpose
The present study investigates the relationship between servant and authoritarian leadership, and leaders’ third-party conflict behaviors in followers’ conflicts, thereby contributing to integrating knowledge on leadership styles and leaders’ third-party conflict behaviors. This study aims to investigate leadership and conflict management in a context hardly studied: local religious communities or convents within a female religious organization.
Design/methodology/approach
The authors collected quantitative survey data from 453 religious sisters, measuring their perception of leaders’ behaviors. These religious sisters live in local religious communities within a Catholic Women Religious Institute based in Nigeria (West Africa) and in other countries across the globe.
Findings
Results show that servant leadership relates positively to leaders’ third-party problem-solving behavior and negatively to leaders’ avoiding and forcing. Moreover, authoritarian leadership relates positively to leaders’ third-party avoiding and forcing behaviors.
Originality/value
This study expands theory development and practices on leadership and leaders’ third-party conflict behaviors. The authors associate servant and authoritarian leadership with leaders’ third-party conflict behaviors: avoiding, forcing and problem-solving, in followers’ conflicts. The authors offer practical recommendations for religious leaders on servant leadership and leaders’ third-party conflict behaviors.