Does a tolerant leader raise work engagement?
Among 435 public-health staff, leader tolerance predicted work engagement (β=0.377) both directly and via a POS → organizational-identification chain.
Source
Boosting work engagement through leader tolerance: the chain mediation role of perceived organizational support and organizational identification
Study at a glance
- Design
- Cross-sectional — Survey of front-line public-health staff; PROCESS Model 6 chain mediation (POS → organizational identification)
- N
- N=435 · 435 front-line public health service staff
- Population
- Front-line public health service employees reporting on leader tolerance, POS, identification, and engagement
- Outcome
- Work engagement, with perceived organizational support and organizational identification as chain mediators
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Does a tolerant leader raise work engagement?
These passages occur verbatim in the stored paper text. They support the points listed below; they do not verify every statement in the explanation.
Sample of 435 front-line public health service staff.
Analyzing data from 435 front-line public health service staff, this study investigates the relationship between leader tolerance and employees’ work engagement.
Leader tolerance predicted work engagement (β = 0.377, p < 0.001).
leader tolerance has a positive and significant effect on work engagement (β = 0.377, p < 0.001), confirming Hypothesis 1.
What they did
Surveyed 435 front-line public health staff, checked CMV (Harman), reliability/validity (α, KMO, AVE, CR, CFA), and tested chain mediation with SPSS PROCESS Model 6 under Affective Events Theory.
What they found
Leader tolerance positively predicted engagement (β=0.377), POS (β=0.437), and identification (β=0.203). POS predicted identification (β=0.223) and engagement (β=0.501); identification predicted engagement (β=0.174). POS and identification jointly mediated the tolerance–engagement link.
The limits
What it doesn't show
Cross-sectional self-reports cannot prove causality or rule out reverse paths; findings are from Chinese public-health staff, not all industries.
Key terms
- Leader tolerance
- Leaders accepting followers’ work errors rather than only punishing them.
- Work engagement
- Employees’ energetic, dedicated involvement in work.
- POS
- Perceived organizational support—belief the organization values employees.
- Organizational identification
- Degree to which the organization is part of the self-concept.
- AET
- Affective Events Theory linking workplace events to affect and behavior.
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N of public-health staff:
Common questions
Who was surveyed?
435 front-line public health service staff.
Direct effect of leader tolerance on engagement?
β = 0.377, p < 0.001.
What mediated the link?
POS and organizational identification in a chain.
Analytic tool?
SPSS PROCESS Model 6.
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