LEADERSHIP STYLES AND WORK ENGAGEMENT: AN INVESTIGATION INTO EFFECTIVE LEADERSHIP PRACTICE

Syah Abadi Mendrofa

doi:10.62207/35a76s42

Authors

Syah Abadi Mendrofa Universitas Nias, Gunungsitoli, North Sumatera Author

DOI:

https://doi.org/10.62207/35a76s42

Keywords:

Digital Leadership Style, Work Engagement, Hybrid Work, Remote Work, Transformational Leadership, Agile Leadership

Abstract

Significant changes in the world of work, particularly due to the COVID-19 pandemic, have prompted many organizations to adapt to hybrid and remote work models. Even though digital leadership is a crucial factor in increasing work engagement, not much research has explored the influence of digital leadership style on employee engagement in this context. This research aims to analyze various digital leadership styles and their impact on work engagement in hybrid and remote work environments through a systematic literature review approach. The research results show that leadership styles such as transformational, servant, and agile leadership have a positive impact on employee engagement, while transactional leadership styles tend to be less effective in this context. The implications of this research provide insights for leaders to adopt a more adaptive and humane approach in increasing employee engagement in a dynamic digital work environment.

References

Cortellazzo, L., Bruni, E., & Zampieri, R. (2019). The role of leadership in a digitalized world: a review. Frontiers in Psychology, 10. https://doi.org/10.3389/fpsyg.2019.01938

Coun, M., Edelbroek, R., Peters, P., & Blomme, R. (2021). Leading innovative work-behavior in times of covid-19: relationship between leadership style, innovative work-behavior, work-related flow, and it-enabled presence awareness during the first and second wave of the covid-19 pandemic. Frontiers in Psychology, 12. https://doi.org/10.3389/fpsyg.2021.717345

Cremers, E. and Curşeu, P. (2023). Empowering leadership during the covid-19 outbreak: implications for work satisfaction and effectiveness in organizational teams. Frontiers in Psychology, 14. https://doi.org/10.3389/fpsyg.2023.1095968

Damayanti, E. (2023). Leadership post the covid-19 pandemic: organization perspective. International Journal of Scientific Multidisciplinary Research, 1(4), 289-298. https://doi.org/10.55927/ijsmr.v1i4.4270

Eichenauer, C., Ryan, A., & Alanis, J. (2021). Leadership during crisis: an examination of supervisory leadership behavior and gender during covid-19. Journal of Leadership & Organizational Studies, 29(2), 190-207. https://doi.org/10.1177/15480518211010761

Evans, A., Meyers, M., Calseyde, P., & Stavrova, O. (2021). Extroversion and conscientiousness predict deteriorating job outcomes during the covid-19 transition to enforced remote work. Social Psychological and Personality Science, 13(3), 781-791. https://doi.org/10.1177/19485506211039092

Farhan, W., Chaudhry, I., Razmak, J., & Refae, G. (2023). Leaders’ behavioral approach in the digital era: task vs relationship. Journal of Organizational Effectiveness People and Performance, 11(1), 135-161. https://doi.org/10.1108/joepp-06-2022-0145

Farid, T., Iqbal, S., Saeed, I., Shahîd, I., & Akhtar, T. (2021). Impact of supportive leadership during covid-19 on nurses' well-being: the mediating role of psychological capital. Frontiers in Psychology, 12. https://doi.org/10.3389/fpsyg.2021.695091

Hajjami, O. and Crocco, O. (2023). Evolving approaches to employee engagement: comparing antecedents in remote work and traditional workplaces. European Journal of Training and Development, 48(3/4), 375-392. https://doi.org/10.1108/ejtd-10-2022-0103

Horoub, I. and Zargar, P. (2022). Empowering leadership and job satisfaction of academic staff in palestinian universities: implications of leader-member exchange and trust in leader. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.1065545

Khan, M., Mubarik, M., Ahmed, S., Islam, T., Khan, E., Rehman, A., … & Sohail, F. (2021). My meaning is my engagement: exploring the mediating role of meaning between servant leadership and work engagement. Leadership & Organization Development Journal, 42(6), 926-941. https://doi.org/10.1108/lodj-08-2020-0320

Kien, N. and Konosu, T. (2023). Leadership and organizational commitment of vietnamese employees during the covid-19 pandemic. Vnu Journal of Science Policy and Management Studies, 39(1). https://doi.org/10.25073/2588-1116/vnupam.4392

Meiryani, M., Koh, Y., Soepriyanto, G., Aljuaid, M., & Hasan, F. (2022). The effect of transformational leadership and remote working on employee performance during covid-19 pandemic. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.919631

Nguyen, T., Sharma, P., & Malik, A. (2023). Leadership styles and employee creativity: the interactive impact of online knowledge sharing and organizational innovation. Journal of Knowledge Management, 28(3), 631-650. https://doi.org/10.1108/jkm-01-2023-0014

Odeh, R., Obeidat, B., Jaradat, M., Masa’deh, R., & Alshurideh, M. (2021). The transformational leadership role in achieving organizational resilience through adaptive cultures: the case of dubai service sector. International Journal of Productivity and Performance Management, 72(2), 440-468. https://doi.org/10.1108/ijppm-02-2021-0093

Oruh, E., Mordi, C., Dibia, C., & Ajonbadi, H. (2021). Exploring compassionate managerial leadership style in reducing employee stress level during covid-19 crisis: the case of nigeria. Employee Relations, 43(6), 1362-1381. https://doi.org/10.1108/er-06-2020-0302

Pattison, N. and Corser, R. (2022). Compassionate, collective or transformational nursing leadership to ensure fundamentals of care are achieved: a new challenge ornon‐sequitur?. Journal of Advanced Nursing, 79(3), 942-950. https://doi.org/10.1111/jan.15202

Peng, C., Liang, Y., Yuan, G., Xie, M., Mao, Y., Harmat, L., … & Bonaiuto, F. (2022). How servant leadership predicts employee resilience in public organizations: a social identity perspective. Current Psychology, 42(35), 31405-31420. https://doi.org/10.1007/s12144-022-04138-z

Saurage-Altenloh, S. (2023). Influence of organizational management culture on remote employee engagement post-pandemic, measured by eendeed, a validated instrument. Journal of Human Resource and Sustainability Studies, 11(03), 521-536. https://doi.org/10.4236/jhrss.2023.113030

Sulistiyorini, D. (2023). The effects of leadership style and work environment on digital leadership: a literature review. Kne Social Sciences. https://doi.org/10.18502/kss.v8i19.14385

Yulianti, M., Setyadi, D., Mintarti, S., Pasinringi, S., & Sari, N. (2022). How transformational leadership and organizational citizenship behavior influence organizational resilience during covid-19 pandemic. International Journal of Health Sciences, 1403-1414. https://doi.org/10.53730/ijhs.v6ns6.10731

Łucjan, K. (2023). Relationships between leadership style and organizational commitment: the moderating role of the system of work. Economics & Sociology, 16(4), 11-39. https://doi.org/10.14254/2071-789x.2023/16-4/1