Purpose: The issue of employee engagement has increasingly become a focus of concern in public management practice. Based on the theory of purposeful work behavior, integrative theory of employee engagement and Pratt and Ashforth’s typology of work meaningfulness, this study proposes and examines the mediating effects of two types of meaningfulness between transformational leadership and work engagement and the moderating effects of transformational leadership on the relationship between two types of meaningfulness and work engagement.
Patients and Methods: By adopting a multilevel cross-sectional design, this study examines assumed mediation and moderation effects. The data collection was conducted anonymously by means of an online survey. A total of 261 local police officers from 32 police stations were recruited in professional training programs as a sample.
Results: The analysis reveals that both meaningfulness in work and meaningfulness at work positively mediate the relationship between transformational leadership and work engagement. Transformational leadership moderates the relationship between meaningfulness at work and work engagement rather than the relationship between meaningfulness in work and work engagement. There are no other significant effects of sex, age or length of service.
Conclusion: Work meaningfulness transmits and combines the effect of transformational leadership to impact work engagement. These findings not only confirm the critical role of work meaningfulness proposed by the theoretical frameworks of the theory of purposeful work behavior, integrative theory of employee engagement and Pratt and Ashforth’s typology of work meaningfulness, but also further extend and clarify the role of and difference in two substructures of work meaningfulness (ie, work meaningfulness in work and at work) in the context of the linkage between transformational leadership and work engagement.
Keywords: transformational leadership, meaningfulness in work, meaningfulness at work, work engagement