The Role of Leadership in the Relationship between Collective Organizational Efficacy and Collective Work Engagement
Keywords:
collective organizational efficacy, collective work engagement, transactional leadership, contingent reward, transformational leadership
Abstract
The present study analyses the mediating role of transactional and transformational leadership in the relationship between collective organizational efficacy and collective work engagement. The data was collected from 86 employees working in nine Italian companies of the Food & Beverage sector. The questionnaire included three scales: a) collective organizational efficacy (Bohn, 2010); b) collective work engagement (Schaufeli & Bakker, 2003); c) Multifactor Leadership Questionnaire (MLQ) (Bass & Avolio, 1995). Results showed positive relationship between one component of transactional leadership – contingent reward – and collective work engagement. This result confirms that even if it lacks inspirational appeal in some situations contingent reward could be a rather effective leadership style contributing to employees’ work engagement. Also a positive relationship was found between collective work engagement and three components of transformational leadership – intellectual stimulation, idealized influence (behavior) and idealized influence (attributed) that is consistent with the studies that investigated individual work engagement and leadership. The mediation effects of contingent reward and transformational leadership on the relationship between collective organizational efficacy and collective work engagement were confirmed. This result has an important practical implication: managers can promote collective work engagement through development of a sense of collective organizational efficacy using not only transformational leadership style but also contingent reward. Directions of future research are discussed.
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References
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36. Katz-Navon, T. Y., & Erez, M. (2005). When collective-and self-efficacy affect team performance the role of task interdependence. Small Group Research, 36, 437-465.
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38. Kovjanic, S., Schuh, S. C., & Jonas, K. (2013). Transformational leadership and performance: An experimental investigation of the mediating effects of basic needs satisfaction and work engagement. Journal of Occupational and Organizational Psychology, 86, 543-555.
39. Kozub, S., & McDonnell, J. (2000). Exploring the relationship between cohesion and collective efficacy in rugby teams. Journal of Sport Behaviour, 23, 120-129.
40. Kravchenko, E., & Zappala, S. (2017). Collective organizational efficacy and collective work engagement in internationalized companies: The moderating role of specific collective organizational efficacy. Psicologia Sociale, 12, 55-74.
41. Little, B. L., & Madigan, R. M. (1997). The relationship between collective efficacy and performance in manufacturing work teams. Small Group Research, 28, 517-534.
42. Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. The Leadership Quarterly, 7, 385-425.
43. Martinez-Santos, R., & Ciruelos, O. (2013). Collective efficacy, cohesion and performance in Spanish amateur female basketball. Revista de Psicologia del Deporte, 22, 235-238.
44. Paskevich, D. M., Brawley, L. R., Dorsch, K. D., & Widmeyer, W. N. (1999). Relationship between collective efficacy and team cohesion: Conceptual and measurement issues. Group Dynamics: Theory, Research, and Practice, 3, 210-222.
45. Patiar, A., & Mia, L. (2009). Transformational leadership style, market competition and departmental performance: Evidence from luxury hotels in Australia. International Journal of Hospitality Management, 28, 254-262.
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49. Robertson, I. T., Birch, A. J., & Cooper, C. L. (2012). Job and work attitudes, engagement and employee performance: Where does psychological well-being fit in? Leadership and Organization DevelopmentJournal, 33, 224-232.
50. Ross, J. A., & Gray, P. (2006). School leadership and student achievement: The mediating effects of teacher beliefs. Canadian Journal of Education, 29, 798-822.
51. Rothmann, S., & Storm, K. (2003). Work engagement in the South African Police Service. Paper presented at the 11th European Congress of Work and Organizational Psychology, 14-17 May 2003, Lisbon, Portugal.
52. Salanova, M., Agut, S., & Peiry, J. M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: The mediation of service climate. Journal of Applied Psychology, 90, 1217-1227.
53. Salanova, M., Llorens, S., Cifre, E., Martinez, I., & Schaufeli, W. (2003). Perceived collective efficacy, subjective well-being and task performance among electronic work groups: An experimental study. Small Group Research, 34, 43-73.
54. Schaufeli, W. B., & Bakker, A. (2003). UWES. Utrecht Work Engagement Scale. Preliminary Manual. Occupational Health Psychology Unit, Utrecht University.
55. Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25, 293-315.
56. Schaufeli, W. B., Bakker, A. B., & van Rhenen, W. (2009). How changes in job demands and resources predict burnout, work engagement, and sickness absenteeism. Journal of Organizational Behavior, 30, 893-917.
57. Schaufeli, W., Salanova, M., Gonzalez-Roma, V., & Bakker, A. (2002). The measurement of engagement and burnout: A confirmative analytic approach. Journal of Happiness Studies, 3, 71-92. Spink, K. S. (1990). Group cohesion and collective efficacy of volleyball teams. Journal of Sport and Exercise Psychology, 12, 301-311.
58. Stephanou, G., Gkavras, G., & Doulkeridou, M. (2013). The role of teachers' self- and collective-efficacy beliefs on their job satisfaction and experienced emotions in school. Psychology, 4, 268-278.
59. Tims, M., Bakker, A. B., & Xanthopoulou, D. (2011). Do transformational leaders enhance their followers' daily work engagement? The Leadership Quarterly, 22, 121-131.
60. Walumbwa, F. O., Wu, C. & Orwa, B. (2008). Contingent reward transactional leadership, work attitudes, and organizational citizenship behavior: The role of procedural justice climate perceptions and strength. The Leadership Quarterly, 19, 251-265.
61. Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2007). The role of personal resources in the job demands-resources model. International Journal of Stress Management, 14, 121-141.
62. Xanthopoulou, D., Bakker, A. B., Demetrouti, E., & Schaufeli, W. B. (2009a). Reciprocal relationships between job resources, personal resources, and work engagement. Journal of Vocational Behavior, 74, 235-244.
63. Xanthopoulou, D., Bakker, A. B., Demetrouti, E., & Schaufeli, W. B. (2009b). Work engagement and financial returns: A diary study on the role of job and personal resources. Journal of Occupational and Organizational Psychology, 82, 183-200.
2. Arnold, K. A., Turner, N., Barling, J., Kelloway, E. K., & McKee, M. C. (2007). Transformational leadership and psychological well-being: the mediating role of meaningful work. Journal of Occupational Health Psychology, 12, 193-203.
3. Avolio, B. J., Waldman, D. A., & Einstein, W. O. (1988). Transformational leadership in a management game simulation impacting the bottom line. Group and Organization Management, 13, 59-80.
4. Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25, 951-968.
5. Bakker, A. B., Albrecht, S. L., & Leiter, M. P. (2011). Key questions regarding work engagement. European Journal of Work and Organizational Psychology, 20, 4-28.
6. Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22, 309-328.
7. Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13, 209-223.
8. Bakker, A. B., & Leiter, M. P. (Eds.). (2010). Work engagement: A handbook of essential theory and research. New York: Psychology Press.
9. Bakker, A. B., van Emmerik, I. J. H., & Euwema, M. C. (2006). Crossover of burnout and engagement in work teams. Work and Occupations, 33, 464-489.
10. Bandura, A. (1997). Self-efficacy: The exercise of control. New York: W. H. Freeman and Company.
11. Bandura, A. (2000). Exercise of human agency through collective efficacy. Current Directions in Psychological Science, 9, 75-78.
12. Barbier, M., Hansez, I., Chmiel, N., & Demerouti, E. (2013). Performance expectations, personal resources, and job resources: How do they predict work engagement? European Journal of Work and Organizational Psychology, 22, 750-762.
13. Baron, R., & Kenny, D. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51, 1173-1182.
14. Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
15. Bass, B. M. (1998). Transformational leadership: Industrial, military and educational impact. Mahwah, NJ: Lawrence Erlbaum Associates, Publishers.
16. Bass, B., & Avolio, B. (Eds.). (1995). MLQ: multifactor leadership questionnaire for research: permission set. Palo Alto, CA: Mind Garden.
17. Bohn, J. (2010). Development and exploratory validation of an organizational efficacy scale. Human Resource Development Quarterly, 21, 227-251.
18. Borgogni, L., Dello Russo, S., Petitta, L., & Latham, G. P. (2009). Collective efficacy and organizational commitment in Italian City Hall. European Psychologist, 14, 363-371.
19. Borgogni, L., Petitta L., & Mastrorilli, A. (2010). Correlates of collective efficacy in the Italian Air Force. Applied Psychology: An International Review, 59, 515-537.
20. Borgogni, L., Petitta, L., & Steca, P. (2001). Efficacia personale e collettiva nei contesti organizzativi. In G. V. Caprara (Ed.), La valutazione dell'autoefficacia: Interventi e contesti culturali (pp. 157- 171). Trento: Erickson.
21. Bradford, S. K. (2011). Leadership, collective efficacy and team performance: A new paradigm for the next generation. InternationalJournal of Web-Based Learning and Teaching Technologies, 6, 35-45.
22. Byrne, B. M. (2001). Structural equation modeling: Perspectives on the present and the future. InternationalJournal of Testing, 1, 327-334.
23. Capone, V., & Petrillo, G. (2015). Organizational efficacy, job satisfaction and well-being: The Italian adaptation and validation of Bohn organizational efficacy scale. Journal of Management Development, 34, 374-394.
24. Chen, C., & Kao, R. (2011). A multilevel study on the relationships between work characteristics, selfefficacy, collective efficacy, and organizational citizenship behavior: The case of Taiwanese police duty-executing organizations. Journal of Psychology: Interdisciplinary and Applied, 145, 361-390.
25. Chun, J., Yammarino, F. J., Dionne, S. D., Sosik, J. J., & Moon, H. (2009). Leadership across hierarchical levels: Multiple levels of management and multiple levels of analysis. The Leadership Quarterly, 20, 689-707.
26. de Beer, L., Rothmann, S. R., & Pienaar, J. (2012). A confirmatory investigation of a job demandsresources model using a categorical estimator. Psychological Reports, 111, 528-544.
27. Dussault, M., Payette, D., & Leroux, M. (2008). Principals' transformational leadership and teachers' collective efficacy. Psychological Reports, 102, 401-410.
28. Erkutlu, H. (2008). The impact of transformational leadership on organizational and leadership effectiveness: The Turkish case. Journal of Management Development, 27, 708-726.
29. Ghadi, M., Fernando, M., & Caputi, P. (2013). Transformational leadership and work engagement: The mediating effect of meaning in work. Leadership and Organization DevelopmentJournal, 34, 532-550.
30. Gracia, E., Salanova, M., Grau, R., & Cifre, E. (2013). How to enhance service quality through organizational facilitators, collective work engagement, and relational service competence. European Journal of Work and Organizational Psychology, 22, 42-55.
31. Hakanen, J. J., Schaufeli, W. B., & Ahola, K. (2008). The Job Demands-Resources model: A three-year cross-lagged study of burnout, depression, commitment, and work engagement. Work and Stress, 22, 224-241.
32. Halbesleben, J. R., & Wheeler, A. R. (2008). The relative roles of engagement and embeddedness in predicting job performance and intention to leave. Work and Stress, 22, 242-256.
33. Hater, J. J., & Bass, B. M. (1988). Superiors' evaluations and subordinates' perceptions of transformational and transactional leadership. Journal of Applied Psychology, 73, 695-702.
34. Heuze, J. P., Raimbault, N., & Fontayne, P. (2006). Relationships between cohesion, collective efficacy and performance in professional basketball teams: An examination of mediating effects. Journal of Sports Sciences, 24, 59-68.
35. Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755-768.
36. Katz-Navon, T. Y., & Erez, M. (2005). When collective-and self-efficacy affect team performance the role of task interdependence. Small Group Research, 36, 437-465.
37. Kim, W., Kolb, J., & Kim, T. (2013). The relationship between work engagement and performance: A review of empirical literature and a proposed research agenda. Human Resource Development Review, 12, 248-276.
38. Kovjanic, S., Schuh, S. C., & Jonas, K. (2013). Transformational leadership and performance: An experimental investigation of the mediating effects of basic needs satisfaction and work engagement. Journal of Occupational and Organizational Psychology, 86, 543-555.
39. Kozub, S., & McDonnell, J. (2000). Exploring the relationship between cohesion and collective efficacy in rugby teams. Journal of Sport Behaviour, 23, 120-129.
40. Kravchenko, E., & Zappala, S. (2017). Collective organizational efficacy and collective work engagement in internationalized companies: The moderating role of specific collective organizational efficacy. Psicologia Sociale, 12, 55-74.
41. Little, B. L., & Madigan, R. M. (1997). The relationship between collective efficacy and performance in manufacturing work teams. Small Group Research, 28, 517-534.
42. Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. The Leadership Quarterly, 7, 385-425.
43. Martinez-Santos, R., & Ciruelos, O. (2013). Collective efficacy, cohesion and performance in Spanish amateur female basketball. Revista de Psicologia del Deporte, 22, 235-238.
44. Paskevich, D. M., Brawley, L. R., Dorsch, K. D., & Widmeyer, W. N. (1999). Relationship between collective efficacy and team cohesion: Conceptual and measurement issues. Group Dynamics: Theory, Research, and Practice, 3, 210-222.
45. Patiar, A., & Mia, L. (2009). Transformational leadership style, market competition and departmental performance: Evidence from luxury hotels in Australia. International Journal of Hospitality Management, 28, 254-262.
46. Petitta, L., & Borgogni, L. (2011). Differential correlates of group and organizational collective efficacy. European Psychologist, 16, 187-197.
47. Preacher, K., & Hayes, A. (2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior Research Methods, 36, 717-731.
48. Richardson, J., & West, M. A. (2010). Engaged work teams. In S. L. Albrecht (Ed.), Handbook of employee engagement: perspectives, issues, research and practice (pp. 323-340). Cheltenham, UK/Northampton, MA: Edward Elgar.
49. Robertson, I. T., Birch, A. J., & Cooper, C. L. (2012). Job and work attitudes, engagement and employee performance: Where does psychological well-being fit in? Leadership and Organization DevelopmentJournal, 33, 224-232.
50. Ross, J. A., & Gray, P. (2006). School leadership and student achievement: The mediating effects of teacher beliefs. Canadian Journal of Education, 29, 798-822.
51. Rothmann, S., & Storm, K. (2003). Work engagement in the South African Police Service. Paper presented at the 11th European Congress of Work and Organizational Psychology, 14-17 May 2003, Lisbon, Portugal.
52. Salanova, M., Agut, S., & Peiry, J. M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: The mediation of service climate. Journal of Applied Psychology, 90, 1217-1227.
53. Salanova, M., Llorens, S., Cifre, E., Martinez, I., & Schaufeli, W. (2003). Perceived collective efficacy, subjective well-being and task performance among electronic work groups: An experimental study. Small Group Research, 34, 43-73.
54. Schaufeli, W. B., & Bakker, A. (2003). UWES. Utrecht Work Engagement Scale. Preliminary Manual. Occupational Health Psychology Unit, Utrecht University.
55. Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25, 293-315.
56. Schaufeli, W. B., Bakker, A. B., & van Rhenen, W. (2009). How changes in job demands and resources predict burnout, work engagement, and sickness absenteeism. Journal of Organizational Behavior, 30, 893-917.
57. Schaufeli, W., Salanova, M., Gonzalez-Roma, V., & Bakker, A. (2002). The measurement of engagement and burnout: A confirmative analytic approach. Journal of Happiness Studies, 3, 71-92. Spink, K. S. (1990). Group cohesion and collective efficacy of volleyball teams. Journal of Sport and Exercise Psychology, 12, 301-311.
58. Stephanou, G., Gkavras, G., & Doulkeridou, M. (2013). The role of teachers' self- and collective-efficacy beliefs on their job satisfaction and experienced emotions in school. Psychology, 4, 268-278.
59. Tims, M., Bakker, A. B., & Xanthopoulou, D. (2011). Do transformational leaders enhance their followers' daily work engagement? The Leadership Quarterly, 22, 121-131.
60. Walumbwa, F. O., Wu, C. & Orwa, B. (2008). Contingent reward transactional leadership, work attitudes, and organizational citizenship behavior: The role of procedural justice climate perceptions and strength. The Leadership Quarterly, 19, 251-265.
61. Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2007). The role of personal resources in the job demands-resources model. International Journal of Stress Management, 14, 121-141.
62. Xanthopoulou, D., Bakker, A. B., Demetrouti, E., & Schaufeli, W. B. (2009a). Reciprocal relationships between job resources, personal resources, and work engagement. Journal of Vocational Behavior, 74, 235-244.
63. Xanthopoulou, D., Bakker, A. B., Demetrouti, E., & Schaufeli, W. B. (2009b). Work engagement and financial returns: A diary study on the role of job and personal resources. Journal of Occupational and Organizational Psychology, 82, 183-200.
Published
2018-11-08
How to Cite
КравченкоЕ. М. (2018). The Role of Leadership in the Relationship between Collective Organizational Efficacy and Collective Work Engagement. Psychology. Journal of the Higher School of Economics, 15(3), 590-605. https://doi.org/10.17323/1813-8918-2018-3-590-605
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Section
Work in Progress
