A model of employee engagement, leadership and followership for work performance across levels in South African organisations

Abstract

This study aimed to develop a model of employee engagement, leadership, and followership for work performance across levels in South African organisations. The secondary aim was to understand the relationship between biographical variables and research variables. The researcher conducted quantitative research, in which data were collected through a survey and statistically analysed. The instrument developers permitted the researcher to use their scales. The researcher received ethical clearance to collect research data. The survey questionnaire consisted of 5 sections, with the first section being biographical, followed by four respective scales namely: South African Employee Engagement Scale (SAEES) by Nienaber & Martins (2014); the Servant Leadership Questionnaire (SLQ) by Barbuto & Wheeler (2006); the Personal Styles Questionnaire (PSQ) by Kelley (1992), and the Individual Work Performance Questionnaire (IWPQ) by Koopmans (2015).

A sample of 393 participants completed the survey via the iFeedback online system. The results revealed that employee engagement has a positive relationship with performance, leadership has a positive relationship with performance, and followership has a small but significant relationship with performance. Employee engagement has a positive relationship with leadership and a non-significant relationship with followership. Leadership has a positive relationship with followership. The biographical variables (gender, age, job grade) are significantly related to research variables, including employee engagement, servant leadership, followership, and work performance.

The theoretical model was developed to provide conceptual clarity and to explain the relationships among research variables and biographical variables. The theoretical model was tested to develop an empirical model of employee engagement, leadership, and followership and their effects on work performance across levels in South African organisations. The study developed the theoretical and empirical models as a contribution to industrial and organisational psychology. The models can be used to advance future research and practice, providing deeper insights into how organisations can effectively foster engagement and performance in the workplace. The research limitations and recommendations for further research were provided.