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Servant Leadership and Work Engagement: The Contingency Effects of Leader–Follower Social Capital
Author(s) -
De Clercq Dirk,
Bouckenooghe Dave,
Raja Usman,
Matsyborska Ganna
Publication year - 2014
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.21185
Subject(s) - servant leadership , work engagement , psychology , social psychology , social capital , employee engagement , leverage (statistics) , congruence (geometry) , servant , contingency theory , work (physics) , leadership style , public relations , management , sociology , political science , economics , mechanical engineering , social science , machine learning , computer science , engineering , programming language
Drawing from research on work engagement, contingent leadership, and social capital, the authors investigate the relationship between servant leadership and work engagement, as well as how this relationship might be moderated by leader–follower social capital. Data captured from 263 employees of four information technology ( IT ) companies show that servant leadership enhances work engagement, especially at higher levels of goal congruence and social interaction. In addition, a significant three‐way interaction effect shows that, in conditions marked by high social interaction, goal congruence more strongly enables the conversion of servant leadership into enhanced work engagement. These findings have significant implications for HRD research and practice.