Work engagement and the impact of a social identity crafting approach to leadership: a case from Africa’s air transport industry

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dc.contributor.authorTheoharakis, Vasilis
dc.contributor.authorWapshott, Robert
dc.contributor.authorCham, Lamin
dc.date.accessioned2024-02-15T11:48:18Z
dc.date.available2024-02-15T11:48:18Z
dc.date.issued2024-02-05
dc.description.abstractPurpose Managers of public organizations in liberalized sectors face the dual imperative of retaining skilled employees who might be poached by commercial competitors and improving service performance levels without a free hand to invest resources. While employee work engagement (EWE) has been previously suggested as a solution to such management challenges, limitations in its ability to retain employees have been identified. We therefore examine how a social identity crafting (SIC) approach to public leadership that confers a sense of group identity among team members can enhance and extend beyond EWE in addressing this dual imperative. Design/methodology/approach We report findings from a survey of employees (n = 199) at “ATCO,” a state-owned national airline that is facing challenges from commercial rivals within a new, competitive environment. Findings We confirm previously identified limitations of EWE and, further, demonstrate that a social identity approach to leadership offers a promising avenue for public managers, not only by enhancing employee engagement but, more importantly, by enhancing retention and service performance. Originality/value We contribute to studies of leadership, particularly for managers operating in the public sector and resource-constrained environments, demonstrating how SIC, which does not require costly investment to attain, can deliver improved service performance and reduced employee turnover intention, operating beyond EWE, which reaches a plateau in respect of the latter.en_UK
dc.identifier.citationTheoharakis V, Wapshott R, Cham L. (2024) Work engagement and the impact of a social identity crafting approach to leadership: a case from Africa’s air transport industry. Personnel Review, Available online 5 February 2024en_UK
dc.identifier.issn0048-3486
dc.identifier.urihttps://doi.org/10.1108/PR-02-2023-0099
dc.identifier.urihttps://dspace.lib.cranfield.ac.uk/handle/1826/20806
dc.language.isoenen_UK
dc.publisherEmeralden_UK
dc.rightsAttribution-NonCommercial 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/*
dc.subjectsocial identity theoryen_UK
dc.subjectairline industryen_UK
dc.subjectHRMen_UK
dc.subjectemployee engagementen_UK
dc.subjectturnover intentionen_UK
dc.subjectservice performanceen_UK
dc.titleWork engagement and the impact of a social identity crafting approach to leadership: a case from Africa’s air transport industryen_UK
dc.typeArticleen_UK
dcterms.dateAccepted2024-01-02

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