Linking Leadership Styles and Two-way Communication to Engagement: A Study Among the Hospitality Employees in Bangladesh

ABSTRACT

This study seeks to understand the mediation effects of two-way communication between the relationship of leadership styles (servant and transformational) and subordinate-level work engagement. In a cross-sectional survey, 391 hospitality employees participated from the Bangladesh hotel industry. Results indicate that both leadership styles significantly affect subordinate-level work engagement. Two-way communication plays an intermediary role in the link between servant leadership and work engagement, but not for transformational leadership. Thus, our findings contribute to leadership development by investigating the mediation effects of two-way communication between two prominent leadership styles and subordinate-level work engagement, drawing on the social exchange theory. The novelty is demonstrated by exploring the difference between servant and transformational leaders in their approaches to motivating and boosting work engagement. Theoretical and practical implications are discussed.

KEYWORDS:

• Transformational leadership
• work engagement
• hospitality
• servant leadership
• two-way communication
• bangladesh