THE MEDIATING ROLE OF ENTREPRENEURIAL LEADERSHIP BETWEEN PERCEIVED ORGANISATIONAL CULTURE AND ENGAGEMENT

Abstract

The link between corporate culture and employee engagement has awakened the interest of both the business community and academia. However, the role that entrepreneurial leadership plays in this equation has been neglected by the scientific literature so far. Our paper aims to analyse the relations between the perceived organisational culture (hierarchical, clan, market, and adhocracy) as introduced by Cameron and Quinn (2011) and the level of entrepreneurial leadership, as measured by the ENTRELEAD scale (Renko et al., 2015) and to test whether adopting an entrepreneurial leadership style influences the extent to which employees are engaged with their jobs, employee engagement, as measured by Utrecht work engagement scale-9, UWES-9 developed by Schaufeli and Bakker (2003). The results presented are based on a questionnaire addressed to employees of multinational companies in Romania, a sector with one of the highest degrees of organisational culture, leadership and engagement, which might serve as a model for the rest of the economic sectors that have not yet undergone a successful transformation process. The conceptual model is validated by the econometric analysis of the data collected, using structural equation modelling.