Linkages between leadership styles, motivating language, perceived job prestige, and work engagement in the Bangladesh hotel industry
Integrating motivating language theory, social identity theory, and social exchange theory, present study tested the connection among leadership styles, motivating language, perceived job prestige, and work engagement. Precisely, mediating effect of motivating language between three leadership style...
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| Main Author: | |
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| Format: | Thesis |
| Language: | English English English |
| Published: |
2021
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| Subjects: | |
| Online Access: | https://etd.uum.edu.my/9872/1/permission%20to%20deposit-not%20allow-902512.pdf https://etd.uum.edu.my/9872/2/s902512_01.pdf https://etd.uum.edu.my/9872/3/s902512_02.pdf https://etd.uum.edu.my/9872/ |
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| Institution: | Universiti Utara Malaysia |
| Language: | English English English |
| Summary: | Integrating motivating language theory, social identity theory, and social exchange theory, present study tested the connection among leadership styles, motivating language, perceived job prestige, and work engagement. Precisely, mediating effect of motivating language between three leadership styles and subordinates’ work engagement; and moderating effects of perceived job prestige on the relationship between motivating language and subordinates’ work engagement were investigated. A sample of 391 lower and mid-level employees working at three, four, and five-star hotels in Bangladesh were participated via stratified simple random sampling in a cross-sectional survey. The results through partial least square-structural equation modelling indicates that albeit servant, transformational leadership and three types of motivating languages have positive influence on subordinates’ work engagement, transactional leadership has no positive influence on subordinates’ work engagement. Even though all three types of motivating languages mediate the link between servant leadership and work engagement, the link between transformational, transactional leadership and work engagement differs. Specifically, only empathetic language mediates the link between transformational leadership style and work engagement, while direction-giving and meaning-making mediate the link between transactional leadership style and work engagement. Besides, perceived job prestige failed to moderate significantly on the effects of motivating language on work engagement. This study is novel in its application of the integration of motivating language theory and social exchange theory to the investigation of the mediating effects of motivating language on the relationship between the three leadership styles and work engagement. Moreover, results contribute to social identity theory by investing moderating effects of perceived job prestige on the link between motivating language and work engagement. Hospitality managers should focus on practicing motivating language and both transformational and servant leadership styles for greater work engagement. Additionally, they might investigate the facts deeply on how perceived hotel job status could elevate employees’ work engagement effectively |
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