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To mobilize an engaged workplace, leadership becomes the key driver as effective superiors are able to shape employees’ work attitudes and behaviours. In a monocultural context, authentic and servant leadership brings about positive organisational outcomes and vice versa for destructive leadership. Thus, it is valuable to evaluate the role of authentic, servant and destructive leadership behaviour on employee engagement among employees in hospitality industry, in a multi-cultural context such as Malaysia. This study executed a quantitative research design. A questionnaire survey among 100 employees attached to the Malaysian hotels in the Klang Valley area was carried out to test the hypotheses of this study. Data were analysed by utilising SPSS version 21.0 and PLS-SEM approach. The study retrieved the following: (1) authentic leadership has a significant and positive effect on employee engagement, (2) servant leadership has a significant and positive effect on employee engagement, (3) destructive leadership does not affect employee engagement. The top management of the hotels industry is encouraged to practice authentic leadership as well as servant leadership within their organisation since both of these leadership behaviours is being found to be effective in boosting up the level of employee engagement.

Role of Authentic Leadership, Servant Leadership and Destructive Leadership Behaviour on Employee Engagement in Malaysian Hospitality Industry