FOOTPRINTS OF LEADERSHIP ON EMPLOYEE ENGAGEMENT: DOES SELF-AWARENESS MATTER?

Abstract

The purpose of this study is to empirically investigate the utility of self-awareness as a sequential mediator of the relationship between different leadership styles and employee engagement. The study collected data from employees of various public and private institutions in Pakistan using self-report questionnaires. The study, which is cross-sectional in nature, employed sophisticated statistical techniques, particularly SPSS and Partial Least Squares (PLS) to ensure the accuracy and validity of the results. The results of this study show significant relationships between leadership styles, self-awareness, and employee engagement. Specifically, self-awareness was found to fully mediate the relationship between leadership styles and employee engagement. These findings contribute to existing knowledge about leadership, self-awareness, and employee engagement, thus expanding the understanding of these constructs in the context of leadership and resource maintenance theory. The study provides insight into perceptions of employee behaviour, particularly in the presence of servant leadership. It also examines how leader support facilitates employees' use of social and emotional resources to achieve positive organizational outcomes. The study draws on the principles of resource maintenance theory, discussing the theoretical and practical implications for managers and organizations considering the study findings.