Motivation
Does a tolerant leader raise work engagement?
Open access · cc by · source: Europe PMC
Among 435 public-health staff, leader tolerance predicted work engagement (β=0.377) both directly and via a POS → organizational-identification chain.
How this study connects
Role on claims
Each row is a claim on a concept or method page where this paper supports, challenges, or qualifies the statement. Roles are hand-checked — not a model guess.
Three independent samples put the effect in the mediator — which is also what shared-method variance produces.
Engagement models consistently place most of the effect in indirect paths. Leader tolerance predicted engagement (β = 0.377) with perceived organisational support and identification jointly mediating; teacher support reached engagement mostly through intrinsic motivation (indirect β = 0.225, 39.8% of total, against a direct 0.173); and exercise reached academic engagement almost entirely through self-efficacy (84% of the total effect).
Evidence for the claim as stated.
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
Structured fields used in claim comparison tables when every cited study has a complete layer.
Inspect source passages
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.
Key findings
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.
Methodology
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.
Limitations
Cross-sectional self-reports cannot prove causality or rule out reverse paths; findings are from Chinese public-health staff, not all industries.
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