1. Workplace Engagement:The Roles of Transformational Leadership and Interactional Justice in Producing Engaged Employees
A Thesis Defense
Diana L. Strom
Western Illinois University

2. Delineating Engagement
Lockwood, (2007)
3. Engagement in the Workplace
Employee Engagement
An intrinsic state of being with emotional and cognitive components, exhibited through engagement-fueled behaviors(Macey & Schneider, 2008).
Ex. higher levels of productivity, job dedication, organizational commitment, etc.
A persistent, pervasive affective-cognitive state that is not focused on any particular object, event, individual, or behavior (Schaufeli, Bakker, & Salanova, 2006).
4. The Burnout-EngagementContinuum
(Maslach, 1982, Maslach, Schaufeli, & Leiter, 2001;
Schaufeli, Bakker, & Salanova, 2006)
5. The Burnout-Engagement Continuum
(Schaufeli, Bakker, & Salanova, 2006)
6. The Burnout-Engagement Continuum
(Maslach, 1982;Schaufeli, Bakker, & Salanova, 2006)
7. Theoretical Bases for Engagement
8. Theoretical Bases for Engagement
Kahns Theory of Leadership (1990)
Meaningfulness
In ones work role
PsychologicalSafety
Feelings of security in expressing oneself
Availability
Of personal resources necessary for engagement
May, Gilson, and Harter (2004)
Found Kahns three dimensions all significantly related to engagement
9. Theoretical Bases for Engagement
Affective Events Theory
(Weiss & Cropanzano, 1996)
Work environment enables/disables events from occurring
These events can cause a positive/negative affective reaction from the employee
Affective reactions influence work attitudes and behaviors, such as engagement
Example: Bledow? Paterson & Cary?
10. Theoretical Bases for Engagement
Focuses on reciprocal obligations between employee and employer (i.e. pay for completion of job expectations)
Explains varying degrees of engagement between employees
Employees receive various forms of organizational input, therefore give various, but reciprocally equal, forms of output
Empirical support as employee output increases (or decreases) with organizational input
Ex. Saks?
Social Exchange Theory
(Thibaut & Kelley, 1959)
11. Theoretical Bases for Engagement
Illustrate the influence of:
Psychological Needs
Environmental Variables
Inputs on Outputs
Multiple theories address multiple constructs of engagement
Psychological
Emotional
Behavioral
12. Transformational Leadership
Leader creates organizational followers:
Embrace goals and ideals of the organization
Align values and beliefs with those of the organization (DeCremer, 2006)
Leader seeks to fulfill employee needs, support development (Burns, 1978)
Leader provokes higher level of thought, commitment, and effort (Piccolo & Colquitt, 2006)
13. Transformational Leadership
(Alimo-Metcalfe & Alban-Metcalfe, 2001; Piccolo & Colquitt, 2006)
14. Transformational Leadership
Achieve greater employee performance, organizational citizenship behavior, trust, effort, commitment, motivation, satisfaction, effectiveness, and productivity
Reduces intention to quit and work stress
Cite specific examples
15. The Third Variable:Organizational Justice
Transformational leaders create trust (Piccolo & Colquitt, 2006)
Engagement requires trust and security (Kahn, 1990)
Employee perceptions of fairness (specifically procedural justice) may be important to building trust (Pillai, Schriesheim, & Williams, 1999)
Wu, Neubert, & Yi (2007)
Found that interactional justice mediated relationship between transformational leadership and cynicism regarding organizational change.
De Cremer (2006)
Found interaction effect for procedural justice and transformational leadership on employees self-esteem.
16. Organizational Justice
Focus on due process in the work environment
Real and perceived justice
Justice signifies value and security to the employee (Cropanzano, Bowen, & Gilliland, 2007)
Effects are well-established in literature
Cite
17. Organizational Justice
Bies (2001); Cropanzano et al. (2007)
18. Interactional Justice
Must convey proper motives
Can undermine perceptions of organizational fairness
Bies (2001); Greenberg (1993)
19. Interactional Justice
Focuses on interpersonal relationship with authority
Most likely management
Utilizes the agent-system model
Interactional justice more specifically addresses managerial-related outcomes (Colquitt et al., 2001)
Identifying the source of justice may better predict agent-related variables
20. Connecting Justiceto Engagement
Burnout related factors (Maslach et al., 2001)
Job resources
Social support (Interpersonal)
Information sharing (Informational)
Control within the work environment (Procedural)
Involvement in decision-making (Procedural)
Organizational factors
Violation of expectations related to fairness and equity (Organizational Justice)
Organizational values shape emotional/cognitive relationship with work
21. Hypotheses
Hypothesis 1: Interactional justice will serve as a moderator by strengthening the relationship between transformational leadership and employee engagement.
Transformational
Leadership
Employee
Engagement
Interactional Justice
Transformational Leadership
X
Interactional Justice
22. Expected Results:Interactional Justice
High
Employee
Engagement
Low
Employee
Engagement
Low
Transformational
Leadership
High
Transformational
Leadership
23. Hypotheses
Hypothesis 2: Procedural justice will serve as a moderator of the relationship between transformational leadership and employee engagement, but to a lesser extent in comparison to interactional justice.
Transformational
Leadership
Employee
Engagement
Procedural Justice
Transformational Leadership
X
Interactional Justice
24. Expected Results:Procedural Justice
High
Employee
Engagement
Low
Employee
Engagement
Low
Transformational
Leadership
High
Transformational
Leadership
25. Hypotheses
Hypothesis 3: Distributive justice will serve as a moderator of the relationship between transformational leadership and employee engagement, but to a lesser extent in comparison to procedural justice.
Transformational
Leadership
Employee
Engagement
Distributive Justice
Transformational Leadership
X
Interactional Justice
26. Expected Results:Distributive Justice
High
Employee
Engagement
Low
Employee
Engagement
Low
Transformational
Leadership
High
Transformational
Leadership
27. Expected ModerationComparison
Hypothesis 1
Interactional
Justice
Hypothesis 2
Procedural
Justice
Hypothesis 3
Distributive
Justice
Expected that the moderating effects
weaken across hypotheses
28. Methods
Recruitment
Internet Service Provider (ISP)
Recruitment emails containing link to online survey
Participants (n=348)
Male = 225
Female = 120
Ages 18-65 years
Currently employed within the United States
29. Frequencies
76%
30. Frequencies
31. Measures:Employee Engagement
Utrecht Work Engagement Scale (UWES)
Vigor (6 items)
At my work, I feel bursting with energy.
Dedication (5 items)
I find the work that I do full of meaning and purpose.
Absorption (6 items)
Time flies when I am working.
Scale of 0 (Never) to 6 (Always, Everyday)
Items have been shown to correlate negatively with dimensions of burnout
Reliability ( = .80-.90)
(Schaufeli et al., 2006)
32. Measures:Organizational Justice
Interactional Justice (4 items) (Kausto, Elo, Lipponen, & Elovainio, 2005)

My supervisor considers my viewpoint.

33. Reliability ( =.90)Procedural Justice (4 items) (Kausto et al., 2005)

Procedures are designed to generate standards so that decisions can be made with consistency.

34. Reliability ( = .82)Distributive Justice (5 items) (Niehoff and Moorman, 1993)

Overall, the rewards I receive are quite fair.

35. Reliability ( = .90)Scales of 1 (Strongly Disagree) to 5 (Strongly Agree)
36. Measures:Transformational Leadership
Multidimensional Leadership Questionnaire (Bass & Avolio, 1990)

Transformational Leadership

37. Idealized Influence (8 items) 38. Talks optimistically about the future. 39. Inspirational Motivation (4 items) 40. Talks optimistically about the future. 41. Intellectual Stimulation (4 items) 42. Re-examines critical assumptions to question whether they are appropriate. 43. Individualized Consideration (4 items) 44. Spends time teaching and coaching.