ArticlePloS one2022
The impact of engaging leadership on employee engagement and team effectiveness: A longitudinal, multi-level study on the mediating role of personal- and team resources.
Article in PloS one, 2022. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 18 papers.
What it found
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
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Who cites it
18 citing papers in PubMed, 106 citations in OpenAlex.
- "How do we want to be led?" Team aspirations and adaptive leadership in virtual and hybrid work.International journal of qualitative studies on health and well-being · 2026Article
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- A qualitative study of safety and human factors challenges in process control rooms operators.Scientific reports · 2025Article
- The relationship between transformational leadership, work motivation, and engagement among nurses in Jordanian governmental hospitals.BMC nursing · 2025Article
- Evaluating group dynamics through peer assessment during a global student collaboration of interprofessional healthcare education: A longitudinal study across 33 universities.Anatomical sciences education · 2025Article
- A Review of Leadership Theories in Healthcare.Journal of pharmacy & bioallied sciences · 2025Review
- Engaging leadership and work recovery among key personnel of a major health-care and social services reform.Leadership in health services (Bradford, England) · 2025Article
- Barriers and facilitators in implementing evidence-based practice: a parallel cross-sectional mixed methods study among nursing administrators.BMC nursing · 2025Article
- Bulwark Effect of Response in a Causal Model of Disruptive Clinician Behavior: A Quantitative Analysis of the Prevalence and Impact in Japanese General Hospitals.Healthcare (Basel, Switzerland) · 2025Article
- The impact of recognition, fairness, and leadership on employee outcomes: A large-scale multi-group analysis.PloS one · 2025Article
- Nurse managers' perceptions about supportive work environment in public hospitals in Saudi Arabia: a cross-sectional study.Frontiers in psychology · 2025Article
- Evaluating and supporting leadership, management, and mentoring: a framework for catalyzing responsible research and healthy research environments.Frontiers in research metrics and analytics · 2025Review
- Health opportunity inequality in middle-aged and older adult cardiovascular and cerebrovascular patients.Frontiers in public health · 2025Article
- Emotional sociology applied: predictive influence of affective neuroscience personality traits on Chinese preschool teachers' performance and wellbeing.Frontiers in psychology · 2024Article
- Fostering voice behavior in correctional institutions: Investigating the role of organizational support and proactive personality.PloS one · 2024Article
- The psychological conditions for employee engagement in organizational change: Test of a change engagement model.Frontiers in psychology · 2023Article
- When are clients helpful? Capitalising on client involvement in professional service delivery.PloS one · 2023Article
Corrections and comments
PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.
Authors and funding
2 authors at 2 institutions in 3 countries.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Most research on the effect of leadership behavior on employees' well-being and organizational outcomes is based on leadership frameworks that are not rooted in sound psychological theories of motivation and are limited to either an individual or organizational levels of analysis. The current paper investigates whether individual and team resources explain the impact of engaging leadership on work engagement and team effectiveness, respectively. Data were collected at two time points on N = 1,048 employees nested within 90 work teams. The Multilevel Structural Equation Modeling results revealed that personal resources (i.e., optimism, resiliency, self-efficacy, and flexibility) partially mediated the impact of T1 individual perceptions of engaging leadership on T2 work engagement. Furthermore, joint perceptions of engaging leadership among team members at T1 resulted in greater team effectiveness at T2. This association was fully mediated by team resources (i.e., performance feedback, trust in management, communication, and participation in decision-making). Moreover, team resources had a significant cross-level effect on individual levels of engagement. In practical terms, training and supporting leaders who inspire, strengthen, and connect their subordinates could significantly improve employees' motivation and involvement and enable teams to pursue their common goals successfully.
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Registered trials
Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.