| Engaged employees are those who utilize themselves physically, emotionally, and cognitively in their work, and are of great value to the organization (Saks, 2006). The purpose of this study was to determine key environmental factors that contribute to developing employee engagement. One hypothesized predictor of engagement is the presence of compelling management known as transformational leadership. Another hypothesized predictor of engagement is interactional justice, which is a social relationship that develops between the leader and employee. Interactional justice is highlighted as a key factor influencing the relationship between transformational leadership and employee engagement. Therefore, it was hypothesized that interactional justice would serve as a moderator by strengthening the relationship between transformational leadership and employee engagement. An online survey was distributed to 348 participants. Moderated regression analyses showed no support for the hypotheses. However, post hoc analyses concluded that the relations between transactional leadership and employee engagement were moderated by procedural and distributive justice. Results indicate that engagement was uniformly high when employees experienced high transactional leadership, regardless of the levels of procedural and distributive justice. Alternatively, both forms of justice enhanced engagement under conditions of moderate or low transactional leadership. |
