Andrew J. Wefald

Construct Dimensionality of Engagement and its Relation With Satisfaction

Engagement—a persistent and positive affective-motivational state of fulfillment characterized by vigor, dedication, and absorption (W. B. Schaufeli, M. Salanova, V. González-Roma, & A. B. Bakker, 2002)—has become a popular subject among academic and industry researchers. Following suggestions in the recent literature calling for further examination of the underlying factors comprising the construct of engagement, the authors investigated the factor structure of W. B. Schaufeli et al.s measure of engagement and academic engagements relation to academic satisfaction. Previous researchers found a 3-factor structure of engagement that comprises vigor, dedication, and absorption. The authors administered to a sample of university students a questionnaire on their level of engagement in academic work and various other measures. The results did not confirm the 3-factor structure. The present authors found engagement and satisfaction to be highly related constructs.

Fitting Engagement Into a Nomological Network: The Relationship of Engagement to Leadership and Personality

Engagement is an emerging job attitude that has been theoretically linked to both leadership and personality variables as well as important work outcomes. However, given the variations in construct definitions of engagement as well as limited existing empirical research, the authors empirically examined the nomological network of multiple measures of engagement based on Schaufeli’s three-factor engagement, Shirom’s vigor, and Britt’s one-factor engagement. Using data from an online survey of 382 working professionals, the authors conducted a series of hierarchical regression analyses and structural equation modeling to test the hypotheses. Results indicate strong relationships between engagement measures and personality (especially positive affect) and weaker relationships between engagement and leadership. Furthermore, multiple measures of engagement demonstrated significant relationships with the important work outcomes of turnover intentions, job satisfaction, and affective commitment. This research contributes to the literature on engagement by simultaneously examining multiple conceptualizations and measurements of work engagement and demonstrating leverage points for leaders to influence the state-like construct of engagement. Results suggested that engagement is related to important organizational outcomes and that engagement mediates the relationship between personality and organizational outcomes. Implications and suggestions for practice and future research are provided.

Relative Importance and Utility of Positive Worker States: A Review and Empirical Examination

ABSTRACT Our purpose was to identity the unique contribution, relative importance, and utility of positive worker states. Using Luthans et al.s (2007) five positive organizational behavior criteria, a variety of positive worker states were reviewed and then empirically tested to establish if they met these criteria. Data were collected from 724 restaurant employees. Positive worker states included: job involvement, perceived organizational support, engagement, and vigor. Criteria were self-reported performance, customer service, turnover intention, satisfaction, and quality of life. Our review indicated consistency between predictor adequacy of meeting the criteria and their empirical relationship with key outcomes. This research found the positive worker states to be independent constructs that had differential effects depending on the focused outcome. Regression and relative weights analyses showed involvement was a weak predictor of outcomes, while perceived organizational support was the most consistent predictor. Vigor was most useful when predicting job performance. Quality of life was poorly explained.

Leadership in an Academic Setting: A View From the Top

The role of a university president is becoming ever more complex, challenging, and demanding. Successful presidents have to wear multiple hats, be adept at a number of different job skills, and be willing to work very long hours. Providing insights and up-close experiences from his 23-year tenure as Kansas State University President, Jon Wefald provides an interesting and provocative Meet the Person discussion for the Journal of Management Inquiry readership.

Leaders: The Strategies for Taking Charge

This article reviews the book “Leaders: The Strategies for Taking Charge,” by Warren Bennus and Burt Nanus.