Abstract
Purpose: Increasing business competition exerts top-down pressure on organisational executives to search for methods that could improve productivity and reduce systemic challenges. Leadership is propounded to occupy a central role in this regard. However, its effectiveness depends upon the context and technique it is applied through. The current research aimed at analysing the influence of leadership styles on employee engagement with respect to moderating effect of sociocultural contexts.
Method: In the present study, relevant ethical norms were also upheld. Using a survey questionnaire, the researcher ensured that the key participants who were a part of the analysis gave their consent
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Employee engagement and the factors influential on it has have become a debated and extensively enquired subject in the domain of organisational management (Anitha, 2014). While the topic is an important concern for human resource management, it is also of paramount importance from perspective of business growth and market competitive edge. Despite of the momentum of research, there is a paucity of agree upon factors which impact employee engagement from a management perspective (Aninkan, 2014). This is partly due to a large number of internal and external factors influencing the confluence of management and employee engagement (Sure, 2019). On the other hand, there is a dearth of objective studies regarding the relationship of social and cultural factors which determine the extent and scope of employee engagement within an organisation.
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