Impacts of Leadership Style, Psychological Empowerment, and Perceived Organizational Reputation on Work Engagement Among Bank Workers in Enugu Metropolis
This study examined the roles of leadership styles, psychological empowerment and perceived organizational reputation in predicting work engagement among bankers in Enugu Metropolis. One hundred and eighty-three (183) bankers (87 males and 96 females) participated in the study. They were drawn from six (6) banks: First Bank (32), Access Bank (39), Fidelity Bank (26), Zenith Bank Plc (21), Union Bank Plc (30), and United Bank of Africa Plc (UBA) (35). Four instruments were used for the collection of data which includes: Multifactor Leadership Questionnaire (MLQ-5X), Psychological Empowerment Scale, Organizational Reputation Scale and Utrecht Work Engagement Scale (UWES-9). A convenience sampling technique was used to select the participants. Data collected were analyzed using Multiple (multi-linear) regression analysis and the hypotheses tested. The result showed that transformational leadership style significantly predicted work engagement among bankers in Enugu State (β=.44, p<.01). Transactional leadership style did not predict work engagement among bankers in Enugu State (β=. -.07, p>.05). Psychological empowerment significantly predicted work engagement among bankers in Enugu State (β=.43, p<.001).Organizational reputation significantly predicted work engagement among bankers in Enugu State (β=-.21, p<.01). Findings and implications for managerial practices in the study were discussed and put forward. Limitations of the study were stated and suggestions made for further research.