Management scholars view workplace spirituality as the main factor behind building trust among employees and playing a pivotal role in enhancing the organization's positive outcomes, i.e., knowledge sharing behavior & work engagement. Underpinning social exchange theory, we explored the linkage between workplace spirituality, knowledge sharing behavior, and work engagement. We further studied to look at the mediating effect of trust between workplace spirituality and positive outcomes. Data was collected from six private companies, the total number of respondents was (n=196). The study's analysis showed that workplace spirituality substantially positively impacts knowledge sharing behavior and work engagement. Furthermore, the link between workplace spirituality, knowledge sharing behavior, and work engagement is positively and statistically significantly mediated by trust. Thus, this work contributes significantly to the research paradigm by presenting workplace spirituality as a solution for high-rise trust among employees, fostering employee engagement in their work, and improving the capacity of knowledge-sharing behavior. Additionally, at the end of this study, theoretical and managerial suggestions, future avenues, and limitations are stated.

The objectives of this study are: (1) To determine whether the Leader-Member Exchange (LMX) and organizational culture can improve employee performance, (2) To conduct further research on employee performance by elaborating and analyzing variables that can affect work engagement, among others: members of the leadership and organizational culture. This research was conducted at a Telecommunication Company in Makassar, South Sulawesi with a sample size of 93 people. The analysis model used to determine the influence between variables was a structural model with the Partial Least Square (PLS) approach. In this study it was found that 1. LMX had no significant effect on job involvement. 2. LMX had no significant effect on worker performance. 3. Organizational culture had a significant effect on work engagement. 4. Organizational culture had a significant effect on employee performance, 5. Work management had no significant effect on employee performance. Leaders need to build high-level LMX relationships, equip workers with skills, increase employee professionalism and provide opportunities for employees, help solve the difficulties they face related to assigned tasks and make employees as friends so that they can increase their engagement and performance.

Idiosyncratic deals have been used by many organizations to achieve desirable employees’ behavior and work-related positive outcomes. Drawing upon the social exchange theory, this study aims at investigating the connections between idiosyncratic deals and work engagement. Besides, this study also scrutinizes the mediating role of psychological empowerment in the relationship between idiosyncratic deals and work engagement. This study applied smart PLS-SEM v.3.2 for the data analysis to ascertain the relationship between the study variables. Using an online survey, data are collected from 310 academicians working in the public higher education institutions of Pakistan. The finding of this study shows a significant positive relationship between idiosyncratic deals and work engagement. Furthermore, finding of the study also divulges that psychological empowerment mediates the relationship between idiosyncratic deals and work engagement. Hence the management and the policy makers in the public higher education institutions should focus on the provision of idiosyncratic deals based on the personal and professional needs of academicians to strengthen their feeling of psychological empowerment which subsequently results in fostering their engagement at work.

This study aims to analyze individual and organizational factors from the perspective of gender amongst millennial employees in creative industries. The populations in this study are employees in the creative industries with sample limited to employee from millennial generation category. Based on these considerations, the sample taken in this study were 202 respondents. The research proves that exogenous variables (ethical behavior of leaders and internal communication) have positive and significant effects for endogenous variables (psychological capital, work attachment, meaning of work) on employees (millennial generation) of the creative industry sector. The results also showed that psychological capital was only determined by the ethical behavior of the leadership, whereas psychological capital was the most dominant variable in determining work engagement. Meanwhile, internal communication provides the most dominant influence on the meaning of work. This research is able to contribute by generating novelty research in the form of literature studies using gender roles. From the gender point of view, millennial employees who are female have the highest value for internal communication, work engagement and meaning of work. Meanwhile, the highest value of psychological capital is dominated by male respondents. Ethical behavior of leaders viewed from a gender perspective has the same value between male and female respondents.

This study explores how spiritual leadership through its effects on individuals’ spiritual well-being enhances employee engagement and augments employees’ organizational commitment. The research conducted a general survey of 207 millennial employees in China, which was tested using partial least squares (PLS) structural equation modeling. The results suggest that employee engagement was significantly influenced by spiritual leadership. In addition, the results demonstrate that organizational commitment was influenced by the sequential intervening effects of employee well-being and work engagement. Both the explained variance (R2) and the effect size of exogenous variables on endogenous variables (ƒ2) showed moderate-to-high effects, supporting the predictive ability of this PLS spiritual leadership model. This study suggests that young workers’ engagement and commitment to their work and organizations are roused when the organization and its leaders satisfy workers’ higher-order humanistic needs. This is accomplished when employees’ socio-psychological resources, such as spiritual well-being, are enhanced through spiritual leadership, which can be augmented by organizational climates that embrace young workers’ “whole” selves. This study expands our understanding of the role that spiritual leadership plays in not only motivating organizational commitment but, more importantly, in engaging employees in their work roles.

This paper aimed to investigate the relationship between employee spirituality, organizational commitment, and work engagement in Banking-sector. 243 respondents were collected in this research which represents 81 percent response rate. Validity used Confirmatory Factor Analysis used KMO and Bartlett’s tests, and the reliability test conducted in this study was Cronbach-Alpha (Minimum Score is 0.7). Moreover, assumption of classic test result for normality test used were Kolmogorov-Smirnov test, Heteroscedasticity used Park test. Findings. The research findings indicate that Workplace spirituality influenced on Organizational Commitment and Organizational Commitment influenced on Work Engagement. Also, the total score of Organizational Commitment mediated between Workplace Spirituality and Work Engagement. The findings in this research show the relationship model between work engagement, commitment, and work spirituality occurred both directly and indirectly where such relationship between workplace spirituality and work engagement was never measured in previous studies.

This study extends the existing research on the relationship between individual factors and salesperson performance by developing a moderated mediation model. The research model posits work engagement as a mediating variable between individual factors (CSE and proactive personality) and job performance. This mediation process is moderated by perceived organization support. A self-administrated questionnaire is distributed to 215 salespersons from micro-finance institutions, located in Central Java, Indonesia. The results demonstrate that both CSE and proactive personality associated with work engagement. In addition, work engagement was significantly related to job performance. This study also reveals that CSE had a direct effect on job performance. Conversely, a proactive personality, is not related to job performance. In the case of the mediation effect test, work engagement has a significant partial mediation effect on the link between SCE and job performance. On the other hand, the relationship between proactive personality and job performance has fully mediated by work engagement. The moderating effect of perceived organizational support has strengthened the link between work engagement and job performance. In sum, the theoretical and managerial practice consequences are also discussed based on the result study.

The aim of this research is to investigate the impact of empowering leadership on organizations outcomes with the mediating role of work engagement, personal group fit and personal job fit. In addition, the study chooses the employee proactive personality as a moderator between empowering leadership and organization outcomes. The study selects a sample of 280 employee of Business park co, a company located in Jordan. To collect the necessary data, a questionnaire was published. Furthermore, this study found an important relationship between employment leadership and organization outcomes. Also, empowering leadership is emphatically affecting the empowering leadership through work engagement with aberrant impact of person job fit and person-group fit. Just as the control examination inspected, the proactive personality expanded empowering leadership direct impact on person-job fit and person-group fit and circuitous impact on work engagement.

The aim of this research is to investigate the impact of empowering leadership on organizations outcomes with the mediating role of work engagement, personal group fit and personal job fit. In addition, the study chooses the employee proactive personality as a moderator between empowering leadership and organization outcomes. The study selects a sample of 280 employee of Business park co, a company located in Jordan. To collect the necessary data, the questionnaire was published. The results provide an important relationship between employment leadership and organization outcomes. Also, empowering leadership is emphatically affecting the empowering leadership through work engagement with aberrant impact of person job fit and person-group fit. The results also indicate proactive personality expanded empowering leadership direct impact on person-job fit and person-group fit and circuitous impact on work engagement.

This paper reports the findings of a study examining the relationship between transformational leadership, work engagement and workplace spirituality of academic employees in four PHEIs in Malaysia. The perceptions of academic employees regarding the transformational leadership style, work engagement and workplace spirituality were assessed in an empirical study on a sample of 369 full-time academic employees working in higher education institutions in Malaysia. The study found a satisfactorily good level of influence between transformational leadership and workplace spirituality and work engagement. The paper also provides insights into enhancing employees work engagement via transformational leaders through their abilities to create work-place spirituality. The findings also provide evidence that transformational leaders play a crucial role in shaping workplace spirituality and employee’s level of work engagement in an emerging country work setting.