Effects of emerging leadership styles on engagement – a mediation analysis in a military context

Abstract

Purpose – This paper aims to report the findings of a study examining the relationship between different leadership styles and engagement through the mediating role of proactive personality. Design/methodology/approach – Servant leadership, paradoxical leadership, authentic leadership, employee engagement, and proactive personality were assessed in an empirical study based on a sample of 348 military personnel in Spain. The questionnaire data were analyzed through SEM using EQS and bootstrapping analysis using the PROCESS macro for SPSS. Findings – The results reveal that servant leadership style in officers partially impacts their cadets’ engagement through proactive personality but that authentic and paradoxical leadership styles do not mediate the relationship. We also verify a direct relationship between proactive personality and engagement. Practical implications – The study implications advance the literature on leadership in emphasizing new leadership styles to increase proactive personality and engagement in the military context. This study verifies the importance of military leaders fostering servant leadership as an antecedent of proactive personality. Finally, we show that servant leadership partially impacts engagement through proactive personality. Originality/value – This study explores the relationship among servant, paradoxical, and authentic leadership styles, proactive personality, and engagement--relationships that have not been explored theoretically and tested empirically in the military context. Keywords: servant leadership, paradoxical leadership, authentic leadership, engagement, proactive personality