Positive leadership and employee engagement: The roles of state positive affect and individualism-collectivism

Abstract

Drawing upon broaden-and-build theory, this study examined the influence of positive leadership on employee engagement through the mediating role of employees’ state positive affect and the moderating effect of individualism-collectivism orientation in a Chinese cultural context. A sample of 215 valid questionnaires was obtained through a two-wave survey of 48 teams working in central China. Hypotheses were tested by a method of hierarchical linear modelling. The results indicate that positive leadership promotes employees’ state positive affect and engagement. State positive affect partially mediates the association between positive leadership and employee engagement. Moreover, a multilevel moderation analysis reveals that collectivism weakens the effect of positive leadership on employees’ state positive affect. Theoretical and managerial implications and future directions are discussed.