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.
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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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.
How this study connects
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