Effects of Global Leadership Style on Employee Work Engagement: Followership Styles as Mediator and Perceived Organizational Support as Moderator of M.I.C.E.

Abstract

The main objective of this study was to determine the effect of global leadership style on employee work engagement, followership styles as a mediator, and perceived organizational support as a moderator of the meeting, incentive, conference, and exhibition (MICE) in Davao City, Philippines. Adopted survey questionnaires were given to 300 employees from various MICE companies in Davao City. The demographic profile of the respondents was MICE employees; the majority were male and single aged 21 to 30 years old for 6 -10 years of service. This study employed a non-experimental design utilizing a descriptive correlation technique. The statistical tools used were mean, Pearson r, Sobel test, and hierarchical logistic regression modgraph. Results revealed that the level of global leadership styles of MICE employees was found to be much observed concerning ensuring customer satisfaction, thinking globally, Empowering people, Developing Technological Savvy, Achieving personal mastery, Appreciating diversity, Leading change, Encouraging constructive dialogue, Developing people, Maintaining competitive advantage, Anticipating opportunities, Building Partnership, Sharing Leadership, Creating a shared vision, and Demonstrating Integrity. Thus, the most prevalent global leadership characteristic among the superior respondents was ensuring customer satisfaction. The global leadership style depicts a significant correlation or influences employee work engagement. The level of followership styles by MICE employees in Davao City was always much observed. The most dominant followership style among the respondents was exemplary. There is no significant difference in employee work engagement on followership styles. There is no significant difference in employee work engagement across gender and civil status. It can be stated, therefore, that perceived organizational support significantly moderated the relationshipbetween global leadership style and employee work engagement of MICE employees. The MICE companies with higher perceived organizational support to their employees also have a higher level of global leadership style and employee work engagement.