Leadership Styles and Employee Engagement: A Field Study at a Qatari Public Corporation
Thamer M. Maharmeh
Ministry of Administrative Development, Labor, and Social Affairs || Qatar
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Tab title The current study explored the relationship between leadership styles and employee engagement in the case of a Qatari public corporation. Survey research method was used in the research. In order to meet the research objectives, an online survey questionnaire was developed and distributed to a simple random sample of 294 employees. Descriptive and analytical statistical techniques available in SPSS were used to analyze the data of the 125 returned surveys. The results of the current study revealed that: (1) about 75% of the respondents are engaged in their work, (2) employees perceive their supervisors as transformational leaders rather than transactional leaders. Nonetheless, employees perceive their supervisors as neither pure transformational leaders nor pure transactional leaders, (3) there is strong and positive correlation between employee engagement and both transformational and transactional leadership styles. However, the correlation between transactional leadership and employee engagement was stronger than the correlation between transformational leadership and employee engagement. Based on that it is recommended to: (1) encourage supervisors to mix both transformational and transactional leadership styles by considering the situation and the nature of the task assigned to employees, (2) take action to develop leadership skills and behaviors, (3) show recognition for employee contributions and efforts, (4) strengthen the relationships between employees and their supervisors. In conclusion, it is important to develop strategies and practices to enhance employee engagement. One of the key factors in doing so is the development of leadership styles and behaviours. Keywords: Leadership. Transformational leadership. Transactional leadership. Employee engagement. Public corporation.
Tab title
The current study explored the relationship between leadership styles and employee engagement in the case of a Qatari public corporation. Survey research method was used in the research. In order to meet the research objectives, an online survey questionnaire was developed and distributed to a simple random sample of 294 employees. Descriptive and analytical statistical techniques available in SPSS were used to analyze the data of the 125 returned surveys. The results of the current study revealed that: (1) about 75% of the respondents are engaged in their work, (2) employees perceive their supervisors as transformational leaders rather than transactional leaders. Nonetheless, employees perceive their supervisors as neither pure transformational leaders nor pure transactional leaders, (3) there is strong and positive correlation between employee engagement and both transformational and transactional leadership styles. However, the correlation between transactional leadership and employee engagement was stronger than the correlation between transformational leadership and employee engagement. Based on that it is recommended to: (1) encourage supervisors to mix both transformational and transactional leadership styles by considering the situation and the nature of the task assigned to employees, (2) take action to develop leadership skills and behaviors, (3) show recognition for employee contributions and efforts, (4) strengthen the relationships between employees and their supervisors. In conclusion, it is important to develop strategies and practices to enhance employee engagement. One of the key factors in doing so is the development of leadership styles and behaviours. Keywords: Leadership. Transformational leadership. Transactional leadership. Employee engagement. Public corporation.
الأنماط القيادية وتأثيرها على الانغماس الوظيفي: دراسة ميدانية في مؤسسة عامة قطرية
ثامر محمد محارمه
وزارة التنمية الإدارية والعمل والشؤون الاجتماعية || دولة قطر
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هدف البحث إلى الكشف عن تأثير الأنماط القيادية للمشرفين على الانغماس الوظيفي لموظفي مؤسسة عامة بدولة قطر، وتحديد علاقة وتأثير كل من النمط القيادي التحويلي والنمط القيادي التبادلي على الانغماس الوظيفي للموظفين في المؤسسة العامة محل البحث. تم استخدام المنهج الوصفي التحليلي من خلال تصميم استبانة وتوزيعها على عينة عشوائية بسيطة من موظفي المؤسسة العامة. بلغ عدد الاستبانات المسترجعة 125 استبانة، تم تحليلها إحصائيا بالأساليب المناسبة المتوافرة ضمن برنامج SPSS. كشفت نتائج التحليل عن: (1) وجود علاقة إيجابية وقوية ودالة إحصائيا بين كل من النمط القيادي التحويلي والنمط القيادي التبادلي من جهة، والانغماس الوظيفي للموظفين في المؤسسة العامة محل البحث من جهة أخرى. (2) كانت العلاقة أقوى بين النمط القيادي التبادلي والانغماس الوظيفي للموظفين. تم تقديم عدة توصيات منها: (1) تشجيع المشرفين على المزج بين النمط التحويلي والنمط التبادلي وفقا لمعطيات الموقف. (2) بناء علاقات أقوى بين المشرفين والموظفين. (3) زيادة الاهتمام بتشجيع وتحفيز الموظفين. ومن هنا، ولتحسين مستويات الانغماس الوظيفي للموظفين لا بد من تطوير سلوكيات وممارسات المشرفين القيادية نظرا لأن تلك الممارسات لها دور مؤثر على الانغماس الوظيفي للموظفين. الكلمات المفتاحية: القيادة. النمط القيادي التحويلي. النمط القيادي التبادلي. الانغماس الوظيفي للموظفين. المؤسسة العامة.
