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High-quality mentoring relationship and relational energy (RE) developed during the interaction between leaders and subordinates are major determinants of desirable employees' work outcomes. There are two unanswered questions about relationships involving these variables; how do different leadership styles affect relational energy and quality of mentoring relationship? What role does relational energy play in the relationship between leadership styles and high-quality mentoring relationship? Cross-sectional study involving 210 participants from 4 organizations in Nigeria, indicate that servant leadership is related to RE and quality of mentoring relationship, while autocratic and transactional leadership styles are not related to any of the variables. The results also confirm the critical position of RE in the development of high quality mentoring relationship.

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Relational Energy & Employee Engagement:Role of Employee Voice & Organisational Support

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Authors

Okechukwu Ethelbert Amah ¹, Ebisindou Sese ¹

Affiliations
1 Lagos Business School, Pan Atlantic University, Lagos, NG

Source

Indian Journal of Industrial Relations: Economics & Social Dev., Vol 53, No 3 (2018), Pagination: 475-487

Abstract

Engaged employees are the main drivers of organizational productivity because of the extra-role activities they perform. Relational energy has been identified as an antecedent of employee engagement, but the variance in employee engagement explained is low. The current study included two organizational variables, employee voice and perception of organizational support as possible variables to enhance the effectiveness of relational energy in predicting employee engagement. Cross-sectional data involving 250 participants from Nigeria was used. Results established direct effects of relational energy, employee voice, and perception of organizational support; perception of organizational support interacted with relational energy to explain additional 5% variance in employee engagement; indicated that more variance was explained by the entire model.

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Innovative Work Behaviors: Role of Employee Engagement & Organizational Citizenship Behaviors

Abstract Views :99 | PDF Views:0

Authors

Okechukwu Ethelbert Amah ¹

Affiliations
1 Lagos Business School, Pan Atlantic University Lagos, NG

Source

Indian Journal of Industrial Relations: Economics & Social Dev., Vol 56, No 2 (2020), Pagination: 356-373

Abstract

Innovative work behavior (IWB) is crucial in constantly changing business environments. Hence, the study utilized the broaden-and build theory and explored the relationships among employee engagement (EE), two dimensions of organizational citizenship behavior (OCB), and IWB, a gap identified in past studies. The study utilized 450 participants drawn from 3 sectors of the Nigerian economy. Results show that EE is positively related to the two dimensions of OCB, and IWB. The two dimensions of OCB partially mediated the relationship between EE and IWB. The study established EE as a critical variable in enhancing OCB and achieving high IWB in employees, and also recommended that organizations will benefit from investments made to build the level of employee engagement.

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Multidimensional Organizational Politics- Employee Engagement Relationship: The Role of Political Skill

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Authors

Okechukwu Ethelbert Amah ¹

Affiliations
1 Lagos Business School, Pan Atlantic University KM 22 Lekki-Epe Expressway, Lekki, Lagos, NG

Source

Indian Journal of Industrial Relations: Economics & Social Dev., Vol 57, No 3 (2022), Pagination: 481-497

Abstract

This study explores the relationship between multidimensional perception of organizational politics (POP) and employee engagement (EE), and how multidimensional political skill (PSKILL) moderates the relationship. 800 employees, drawn from three private sector organizations in Lagos, Nigeria, participated in the cross-sectional study. Two dimensions of POP were negatively related to EE while one was not. Three dimensions of PSKILL interacted with the significant POP dimensions to reduce the negative effects of POP on EE. The results highlight the need to utilize multidimensional POP and PSKILL in studies, and the need for engaged employees to possess political skill if they must be effective. Hence, organizations must encourage the development of PSKILL by engaged employees.

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