Leadership styles as predictors of employee engagement at a selected tertiary institution

Abstract

Orientation: The study examined transformational leadership (TFL), transactional leadership (TSL) and servant leadership (SL) as predictors of employee engagement (EE) at a tertiary institution in Cape Town. Research purpose: The study empirically investigated the predictive role of TFL, TSL and SL in EE among a university’s staff in Cape Town. Motivation for the study: The workforce disruption known as ‘The Great Resignation’, in which many Americans voluntarily left their jobs during the coronavirus disease 2019 (COVID-19) pandemic, provides evidence of the necessity for this investigation. Research approach/design and method: The study adopted the positivist philosophical view using an explanatory survey research design and a quantitative approach. The researchers sampled 198 administrative and support staff via a validated questionnaire. Main findings: The study showed a statistically significant collective impact of TFL, TSL and SL on EE (R2 = 0.268; F = 25.019; p < 0.01). Similarly, the study’s findings revealed a statistically significant impact of TFL on EE (β = 0.269; t = 3.115; p < 0.01) and a statistically significant influence of TSL on EE (β = 0.254; t = 3.020; p < 0.01). However, the results indicated that SL did not significantly impact EE. Practical/managerial implications: Management of tertiary institutions and supervisors should possess TFL and TSL competencies and be swift in engaging their subordinates. Contribution/value-add: The research outcomes provides insight into enhancing an engaged workforce and proactive measures to increase EE.