NEXUSES BETWEEN LEADERSHIP DYNAMICS & EMPLOYEES’ ENGAGEMENT: MEDIATING ROLE OF SELF-EFFICACY

Mohammad Mohsen Liaqat; Shrafat Ali Sair; Anees Ul Hassan

Mohammad Mohsen Liaqat Assistant Professor , Business Administration, Istanbul Health & Technology University, TURKEY
Shrafat Ali Sair Assistant Professor, Hailey College of Commerce, University of the Punjab, Punjab, Pakistan
Anees Ul Hassan M.Phil. Scholar, Management Sciences, Riphah International University, Islamabad, Pakistan

Keywords: Despotic Leadership, Transformational Leadership, Employee Engagement, Self-Efficacy

Abstract

The primary aim of this research is to investigate the effect of despotic and transformational leadership on employee engagement through mediating role of self-efficacy as the researchers used quantitative research methods. The population of this research includes managerial-level employees of the banking sector in Pakistan. The sample-size of the current study was 350 managerial-level employees working in the conventional banks in Pakistan. The researcher used a questionnaire to collect data from respondents. The findings indicated that despotic leadership has a significant and negative effect on employee engagement. Furthermore, the findings indicated that transformational leadership has significant and positive effect on employee engagement. Moreover, the self-efficacy mediates the relationship between despotic leadership & employee engagement. Lastly, self-efficacy mediates relationship amid transformational leadership and employee engagement. The findings of study are consistent with the findings of previous research and have implications for managers and other relevant stakeholders along with certin clues for future researchers for revisiting the research issues in different contexts.