Vigor at work mediates the effect of transformational and authentic leadership on engagement

Abstract

Abstract Several studies have posited that authentic leadership (AL) and transformational leadership (TFL) imply ethical behaviour that can mitigate tendencies towards low engagement at work. However, there is a lack of studies analysing, for the same sample, the effect of both styles as a job resource and their effects on employees’ engagement as a means of facilitating their work goals and reducing their job demands. This study addresses this shortcoming by analysing the relations of both leadership styles to vigor, an affective construct, and engagement at work, a motivational outcome. Moreover, the possible mediation effect of vigor at work on the relationship between both leadership styles and engagement is considered. Finally, we explore the differential contributions of both styles to employees’ resources. A sample of Spanish employees (N = 215; 48.8% female) under the supervision of a direct leader responded concerning the TFL and AL of their closest supervisor and their own vigor at work and engagement. Our results show that vigor increases the effect of both leadership styles on engagement. Moreover, TFL, to a greater extent than AL, relates to higher engagement. Thus, vigor as an affective dimension mediates the effect of positive leadership on engagement. This study considers, for the same sample, the effects of two related, albeit different, leadership styles. The results indicate that AL and TFL are positively perceived by employees as creating a climate of energy that acts as a resource (both organizational and personal). Practitioners could enhance employees’ vigor at work and engagement by promoting these two leadership styles.