How Does Participative Leadership Influences Employee Engagement via the Mediational Effect of Employee Perceived Corporate Social Responsibility? An Analysis of Front-line Employees of Hotels

Abstract

Over the course of the year, the study of engaged employees has drawn increased attention. In accordance with the social learning theory, people pick up skills from verbal, symbolic, and living role models through their behaviors. Through the use of employee perceptions of corporate social responsibility as a mediator, this research seeks to inspect the connection between participatory leadership and engagement of employees. The study is unusual because it examines the underlying mechanism between participatory leadership and commitment using employee perceived CSR as a mediator for the first time in literature. The 348 replies were gathered from hotel industry workers. The outcomes were analyzed using a structural equation modelling approach. The findings demonstrated a strong correlation between participatory leadership and employee engagement. Employee perception of CSR plays a factor in mediating the influence of participatory leadership on engagement of employees. This article explores the responsibilities of participative leaders and their influence on employee engagement using motivational and multilevel perspectives, with the mediation function of employee perception of CSR. This study has important ramifications for businesses and managers, particularly in terms of increasing employee engagement.