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Integrated datasets on transformational leadership attributes and employee engagement: The moderating role of job satisfaction in the Fast Moving Consumer Goods (FMCG) industry.

ABSTRACT: Transformational leadership has gained a great deal of attention since its development through research and evaluations from James MacGregor Burns and Bernard Bass. But central to its development, there are still uncertainties regarding the attributes and interventions of transformational leadership style in developing nations like Nigeria. Hence, this article presented an integrated datasets on transformational leadership attributes, employee satisfaction and engagement using selected Fast Moving Consumer Goods (FMCGs) firms in Nigeria. The study adopted a descriptive research design to establish trends and the quantitative approach was employed using survey questionnaire. A sample size of three hundred and fifty-nine (359) staff and management of sampled firms were selected. Data was analysed with the use of measurement and structural equation modelling and the field data set is made widely accessible to enable critical or a more comprehensive investigation. The findings identified intellectual stimulation (creativity and innovation) and attributed charisma as predictive determinants of transformational leadership attributes for increased satisfaction and engagement of sampled firms. It was recommended that FCMGs firms need to invest necessary resources in developing strategies and interventions to identify differing needs, abilities, and aspirations for staff satisfaction.

SUBMITTER: Salau O

PROVIDER: S-EPMC6141153 | biostudies-other | 2018 Aug

REPOSITORIES: biostudies-other

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Integrated datasets on transformational leadership attributes and employee engagement: The moderating role of job satisfaction in the Fast Moving Consumer Goods (FMCG) industry.

Salau Odunayo O Oludayo Olumuyiwa O Falola Hezekiah H Olokundun Maxwell M Ibidunni Stephen S Atolagbe Tolulope T

Data in brief 20180704

Transformational leadership has gained a great deal of attention since its development through research and evaluations from James MacGregor Burns and Bernard Bass. But central to its development, there are still uncertainties regarding the attributes and interventions of transformational leadership style in developing nations like Nigeria. Hence, this article presented an integrated datasets on transformational leadership attributes, employee satisfaction and engagement using selected Fast Movi ...[more]

PMID: 30229107

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Project description:Objectives This study aimed to elucidate the potential moderating effect of fair-, empowering-, and supportive-leadership behaviors on the relationship between job predictability, future employability, and subsequent clinically relevant mental distress. Method The study had a full panel, prospective design, utilizing online, self-administered questionnaire data collected at two time points, two years apart. Fair-, empowering-, and supportive-leadership behaviors, job predictability and future employability were measured by the General Nordic Questionnaire for Psychological and Social Factors at Work (QPSNordic). Mental health was measured using the 10-item Hopkins Symptom Checklist (HSCL-10), with cut-off set to >1.85 to identify clinically relevant cases. As data were nested within work units, a multilevel analytic approach was chosen. Results Individual-level direct effects: (i) higher levels of job predictability [odds ratio (OR) 0.83, 95% confidence interval (CI) 0.70-0.98], (ii) future employability (OR 0.83, 95% CI 0.74-0.93), (iii) fair- (OR 0.78, 95% CI 0.68-0.91), empowering- (OR 0.77, 95% CI 0.67-0.87), and supportive- (OR 0.71, 95% CI 0.61-0.81) leadership behavior, and (iv) the combination "quality of leadership" (OR 0.69, 95% CI 0.59-0.81) were significantly associated with a lower risk of reporting subsequent mental distress. Work-unit level direct effects: higher work-unit levels of fair- (OR 0.52, 95% CI 0.34-0.80) and empowering- (OR 0.61, 95% CI 0.40-0.94) leadership behaviors and quality of leadership (OR 0.54, 95% CI 0.34-0.87) were significantly associated with a lowered risk of subsequent mental distress. Cross-level interactions: No cross-level interaction effects were shown. Conclusions Leadership behaviors did not moderate the effects of job predictability and future employability on mental health. However, employees embedded within work-units characterized by fair, empowering and supportive leadership behaviors had a lower risk of subsequent mental distress.

Dataset Information

Integrated datasets on transformational leadership attributes and employee engagement: The moderating role of job satisfaction in the Fast Moving Consumer Goods (FMCG) industry.

Publications

Integrated datasets on transformational leadership attributes and employee engagement: The moderating role of job satisfaction in the Fast Moving Consumer Goods (FMCG) industry.

Similar Datasets

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