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Though employee job engagement has been one of the few most proliferated organizational concepts during the last two decades, evidence on how to achieve an engaged workforce is unclear. The purpose of this study was to contribute to the engagement literature by investigating the role of interpersonal leadership in developing job engagement through the relative importance of deep acting emotional labor skills, initiative climate and learning goal orientation as intervening mechanisms.

This study employed an online self-reported survey in data collection, gathering input from 438 frontline service employees in Malaysia. The data was then tested using the structural equation modeling (PLS-SEM) to evaluate the proposed parallel mediation model of the study.

The findings demonstrated that deep acting emotional labor skills, initiative climate and learning goal orientation were significantly effective in intervening mechanisms through which interpersonal leadership impacted job engagement.

This study offers insightful evidence that can be utilized by service organizations to improve employees' job engagement. The evidence derived from this study suggests that interpersonal leadership is a valuable organizational resource that can help carve pathways through which the objective of employee job engagement can be achieved. Therefore, while crafting organizational interventions for employee job engagement, service managers should address the findings of this study.

Despite the evidence presented in previous literature on the notable relationship between leadership and engagement, there is yet to be an apt understanding of the impact of new leadership perspectives and the intervening mechanisms in predicting job engagement. This study attempts to fill the research gap.

This paper aims to examine the impacts of corporate entrepreneurship, national policies and supply chain collaboration on the innovativeness of manufacturers of light emitting diode (LED) in Malaysia.

The data were collected by using questionnaire survey from the manufacturers involved in the various echelon of the supply chain. The data collected were analyzed by using partial least square (PLS).

Corporate entrepreneurship plays a moderating role in the relationship between national policies, supply chain collaboration and innovativeness.

This study is only focusing on the supply chain of LED in Malaysia; hence, the results may not be suitable to be generalized to wider populations.

The findings of this study could help the local companies to understand on how, as entrepreneurs, they could expand from small scale to contract manufacturers through enhancing innovativeness. This is important as failure to do so may cause them to be excluded from the global supply chain.

This study expands the existing literature by providing empirical evidence from the perspective of an emerging country, namely, Malaysia. It also attempts to close the gaps by examining the role of corporate entrepreneurship as the moderating variable.

The study aims to examine the role of initiative climate as a resource caravan passageway in engaging employees and developing a proactive frontline service workforce to identify the mechanisms whereby scarce resources efficiently yielding the desired outcomes can help organizations improve productivity and gain competitive advantage, thereby helping clarify the leadership–performance relationship in service organizations.

The study employed a quantitative research design with a cross-sectional survey conducted among frontline hospitality employees in Malaysia. Partial least squares structural equation modeling (PLS-SEM) was used to examine the hypothesized relationships.

The initiative climate is significant as a resource caravan passageway to transmit the positive impact of interpersonal leadership onto the engagement and proactive performance of frontline hospitality employees in whom initiative climate and employee engagement sequentially mediated the relationship between interpersonal leadership and proactive service performance.

The online data collection procedure conducted through LinkedIn and Facebook and cross-sectional, self-reported survey method are significant limitations of the current study.

The findings of the study will aid in developing organizational interventions for an engaged and proactive frontline service workforce, as interpersonal leadership can positively impact the engagement and proactive behavior of frontline service employees via initiative climate. Therefore, hospitality managers should value interpersonal leadership and initiative climate as coexisting organizational resources.

The study shows the significance of initiative climate in the relationships between interpersonal leadership, employee engagement and the proactive performance of frontline service employees.