Although past research has suggested ineffective leadership to be the most common reason for low levels of employee engagement, little is known about the mediating mechanisms underlying this relationship. To address this gap in research, I tested a theoretical model based on Self-Determination Theory (SDT; Deci & Ryan, 2000) in which two focal mechanisms, leader-member exchange (LMX) and empowerment, functioned in sequential order to predict the relationship between Full Range Leadership and subordinate engagement. Results showed that transactional leadership had positive and negative indirect effects on engagement, suggesting that transactional leadership comprises a "double-edged sword" as a predictor of subordinate engagement. In contrast, the indirect effects between transformational leadership and engagement were consistently positive. As such, current mediation models used in leadership can benefit by drawing from SDT to investigate the unfolding process of leadership through sequential mediation.
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Master of Science (M.S.)
College of Sciences
Industrial Organizational Psychology
Length of Campus-only Access
Masters Thesis (Open Access)
Young, Henry, "Leadership and Subordinate Engagement: A Meta-Analytic Examination of its Mechanisms using Self-Determination Theory" (2017). Electronic Theses and Dissertations, 2004-2019. 5500.