Investigating the impact of strengths use on well-being : the mediating role of leader-member exchange
Year: 2014
Type: dissertation
Abstract: Orientation: Strengths use and leader-member exchange (LMX) create an opportunity for organisations to manage and utilise their employees more effectively; finally promoting work engagement. Research Purpose: The objective of this research study was to investigate the mediating effect of LMX (as perceived by subordinates) in the relationship between strengths use and work engagement. Motivation for the Study: Financial institutions are faced with many changes and challenges after the global financial crisis, looking to their human capital to provide the competitive advantage. It is therefore important to investigate effective means of managing employees in a way that could foster work engagement. Research Design, Approach and Method: A cross-sectional survey design was utilised to collect data. The questionnaire was administered to a random sample of employees in the financial services industry in South Africa (N = 213). Cronbach alpha coefficients, descriptive statistics, polychoric correlation matrix, structural equation modelling and bootstrapping analysis were used to analyse the data. Main Findings: Strengths use was positively related to LMX and LMX was positively related to work engagement. Additionally, LMX plays a mediating role in the relationship between strengths use and work engagement. Practical/managerial Implications: Organisations can, by promoting strengths use and high quality LMX, achieve higher levels of employee work engagement. Contribution/value-add: This research study contributes to the scientific literature in that it is the first research to include strengths use, LMX quality and work engagement in one mediating model. This confirmed model suggests that when employees are allowed to use their strengths in the workplace, they are more likely to experience a high quality exchange relationship with their leaders, as perceived by subordinates. This could consequently lead to higher levels of work engagement.
Author: Jolandie Viljoen
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W426288871