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dc.contributor.authorHaar, Jarroden_NZ
dc.contributor.authorBrougham, Daviden_NZ
dc.contributor.authorRoche, Maree A.en_NZ
dc.contributor.authorBarney, Andrewen_NZ
dc.date.accessioned2018-03-04T21:12:34Z
dc.date.available2017en_NZ
dc.date.available2018-03-04T21:12:34Z
dc.date.issued2017en_NZ
dc.identifier.citationHaar, J., Brougham, D., Roche, M. A., & Barney, A. (2017). Servant leadership and work engagement: The mediating role of work-life balance. New Zealand Journal of Human Resources Management (NZJHRM), 17(2), 56–72.en
dc.identifier.issn1175-5407en_NZ
dc.identifier.urihttps://hdl.handle.net/10289/11707
dc.description.abstractWhile the effect of leadership is established, the influence and process towards work engagement is under researched. This is particularly true of servant leadership, despite the links suggesting followers of such leaders are likely to be more engaged. The present study tests servant leadership towards the three dimensions of work engagement: (1) vigour, (2) dedication and (3) absorption. In addition, we test the role of work-life balance as a potential mediator, to test whether servant leadership builds work-life balance, which ultimately leads to higher work engagement. The present study is based on a sample of 123 New Zealand employees from a wide range of professions. Using structural equation modelling we test a number of path models to determine the best fit to the data, with the best fitting model being a full mediation model. Overall, we find strong support for servant leadership predicting work-life balance and the three work engagement dimensions. However, the influence of servant leadership is fully mediated by work-life balance. Ultimately work-life balance is positively related to all three work engagement dimensions and fully mediates the effect of servant leadership, highlighting the important role that work-life balance may play in achieving higher work engagement. The implications for human resource management (HRM) are discussed.
dc.format.mimetypeapplication/pdf
dc.language.isoen
dc.publisherHuman Resources Institute of New Zealand Inc.
dc.relation.urihttp://www.nzjhrm.org.nz/Site/Articles/2017_Folder/2017_Issue_V2.aspx
dc.rightsThis article is published in the NZ Journal of Human Resources Management. © 2017 Human Resources Institute of New Zealand.
dc.titleServant leadership and work engagement: The mediating role of work-life balanceen_NZ
dc.typeJournal Article
dc.relation.isPartOfNew Zealand Journal of Human Resources Management (NZJHRM)en_NZ
pubs.begin-page56
pubs.elements-id212114
pubs.end-page72
pubs.issue2en_NZ
pubs.organisational-group/Waikato
pubs.organisational-group/Waikato/2018 PBRF
pubs.organisational-group/Waikato/FASS
pubs.organisational-group/Waikato/FASS/2018 PBRF - FASS
pubs.organisational-group/Waikato/FASS/School of Psychology
pubs.organisational-group/Waikato/Research Institutes And Research Groups
pubs.organisational-group/Waikato/Research Institutes And Research Groups/FASS
pubs.organisational-group/Waikato/Research Institutes And Research Groups/FASS/MPRU
pubs.publication-statusPublisheden_NZ
pubs.publisher-urlhttp://www.nzjhrm.org.nz/Site/Articles/2017_Folder/2017_Issue_V2.aspxen_NZ
pubs.volume17en_NZ


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