Boosting work engagement through leader tolerance: the chain mediation role of perceived organizational support and organizational identification DOI Creative Commons
Yuan Zhang,

Jingqun Zhang,

Kun Hao

et al.

Frontiers in Psychology, Journal Year: 2025, Volume and Issue: 16

Published: March 12, 2025

To enhance competitiveness, numerous organizations have introduced control and penalty systems to manage employee work errors. However, these often backfired, negatively impacting employees' emotions behaviors. Recognizing the critical role of leadership in error management, this study examines how leaders' tolerance their followers' mistakes influences engagement, drawing on Affective Events Theory (AET). Analyzing data from 435 front-line public health service staff, investigates relationship between leader engagement. First, Harman one-factor test was employed assess common method variance (CMV) research data. Second, reliability validity were evaluated using Cronbach's α, KMO, AVE, CR, CFA. Finally, proposed mediating hypotheses tested Model 6 SPSS Process macro (version 4.1). We found that significantly boosts Furthermore, our results confirm roles perceived organizational support (POS) identification This also validates hypothesized chain mediation model, demonstrating POS together mediate influence These underscore importance styles accommodate errors emphasize crucial identification. The findings highlight need for adopt more supportive approaches rather than relying solely systems. concludes by stating theoretical practical implications, along with recommendations future tolerance.

Language: Английский

Boosting work engagement through leader tolerance: the chain mediation role of perceived organizational support and organizational identification DOI Creative Commons
Yuan Zhang,

Jingqun Zhang,

Kun Hao

et al.

Frontiers in Psychology, Journal Year: 2025, Volume and Issue: 16

Published: March 12, 2025

To enhance competitiveness, numerous organizations have introduced control and penalty systems to manage employee work errors. However, these often backfired, negatively impacting employees' emotions behaviors. Recognizing the critical role of leadership in error management, this study examines how leaders' tolerance their followers' mistakes influences engagement, drawing on Affective Events Theory (AET). Analyzing data from 435 front-line public health service staff, investigates relationship between leader engagement. First, Harman one-factor test was employed assess common method variance (CMV) research data. Second, reliability validity were evaluated using Cronbach's α, KMO, AVE, CR, CFA. Finally, proposed mediating hypotheses tested Model 6 SPSS Process macro (version 4.1). We found that significantly boosts Furthermore, our results confirm roles perceived organizational support (POS) identification This also validates hypothesized chain mediation model, demonstrating POS together mediate influence These underscore importance styles accommodate errors emphasize crucial identification. The findings highlight need for adopt more supportive approaches rather than relying solely systems. concludes by stating theoretical practical implications, along with recommendations future tolerance.

Language: Английский

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