The influence of female agentic and communal leadership on work engagement: vigour, dedication and absorption

Abstract

Purpose

The purpose of this study is investigating the influence of leadership on work engagement. The definition of leadership is primarily couched in culturally masculine terms (and known as an agentic leadership style) that disfavours women, who are often perceived as being communal leaders who are compassionate and humble. The research gap addressed is whether communal and agentic leadership styles of female leaders have positive associations with work engagement.

Design/methodology/approach

A quantitative study was undertaken by applying purposive non-probability sampling and using an online survey with screening questions to ensure the respondent reported to a senior female manager. The survey consisted of reliable and valid Likert scales: agentic and communal leadership styles were assessed using the Agency-Communion-Inventory (AC-IN) scale with 20 questions and the Utrecht Work Engagement Scale (UWES-9) with three sub-scales: vigour, dedication and absorption. The 153 usable responses in this study were used to conduct validity and reliability tests and to apply multiple regression to test associations.

Findings

Both agentic and communal leadership have a positive impact on work engagement when exhibited by a female. Although agentic leadership had an influence on all the elements of work engagement, communal leadership had a far stronger impact.

Originality/value

Female managers with communal leadership styles need to realise that they have more influence on their employees’ emotional, physical and cognitive connections to their work than female managers with agentic leadership styles. Those with agentic leadership styles need to exhibit a communal style as well, so as to enhance the influence they have on their employees’ work engagement.

Citation

Dunlop, R. and Scheepers, C.B. (2023), "The influence of female agentic and communal leadership on work engagement: vigour, dedication and absorption", Management Research Review, Vol. 46 No. 3, pp. 437-466. https://doi.org/10.1108/MRR-11-2021-0796