Abstract:
Job engagement has received considerable attention among the academic community
and business professionals in recent years. This issue still needs to be prioritized in
academic research, especially as it is essential to understand organizational
performance's antecedents. The objective of this study is to examine the relationship
between leadership styles and organizational performance and explore whether job
engagement can mediate this relationship based on social exchange theory. Survey
data were collected from the employees working in a mobile phone company in
Bangladesh. The collected data were analyzed using SPSS version 21, and Partial
Least Squares-Structural Equation Modeling (PLS-SEM) was used to test the study
hypotheses. The measurement model's result indicates that concerning leadership
styles, the relationship between transformational leadership style and organizational
performance is statistically significant; whereas, the relationship between
transactional and passive-avoidant leadership style with organizational performance
is not significant. Similarly, the relationship between transformational leadership
style and job engagement is significant; but the relationship between transactional
and passive-avoidant leadership style with job engagement is not significant. In terms
of mediation effects, job engagement mediates the relationship between leadership
styles and organizational performance.
