?
The role of leadership in the relationship between collective organizational efficacy and collective work engagement
The present study analyses the mediating role of transactional and transformational leadership in the relationship between collective organizational efficacy and collective work engagement. The data were collected from 86 employees working in nine Italian companies of Food & Beverage sector. The questionnaire included three scales: a) collective organizational efficacy (Bohn, 2010); b) collective work engagement (Schaufeli & Bakker, 2003); c) Multifactor Leadership Questionnaire (MLQ) (Bass & Avolio, 1995). Results showed positive relationship between one component of transactional leadership – contingent reward – and collective work engagement. Also the positive relationship was found between collective work engagement and three components of transformational leadership – intellectual stimulation, idealized influence (behavior) and idealized influence (attributed). The mediation effects of contingent reward and transformational leadership on the relationship between collective organizational efficacy and collective work engagement were confirmed. The practical implications of the results of the present study and directions of future research are discussed.