Leadership behaviour and employee engagement: a Kuwaiti services company
by Silvia A. Nelson; Omar Shraim
International Journal of Human Resources Development and Management (IJHRDM), Vol. 14, No. 1/2/3, 2014

Abstract: This paper examines the impact of three types of leadership behaviour on work engagement within a Kuwaiti services company. Quantitative methodology, through a survey, was utilised to gather data from 231 participants. The results indicated a significant but small positive relationship between both transactional and transformational leadership behaviours and work engagement, and a significant negative relation between laissez-faire leadership behaviour and work engagement. These interesting results appear to reflect a transnational organisational culture, characterised by shorter-term employment and commitment by managers, whose leadership behaviours are conditioned by their relationship to the 'employer' culture and their rewards expectations.

Online publication date: Thu, 26-Mar-2015

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