Abstract:

Job engagement nowadays is the most popular topic which is used to understand the employee’s engagement levels. Aim of the research is to investigate and analyse the relationship between the leadership and job engagement. This study has explored the relationship between transformational leadership and job engagement at an education institution in Latvia. The study is built on research activities and there are used both theoretical and empirical methods. Data was obtained through the distribution of two questionnaires. The Multifactor Leadership questionnaire (Bass & Avolio, 1997), used to measure transformational leadership, and the Questionnaire A Great Place To Work – What Makes Some Employers So Good And Most So Bad? (Bakingems & Kofmans, 2005), used to explain what makes a company a good place to work and offers specific strategies for fostering a positive work environment. The statistical programme used for the analyses and presentation of data in this research is the Statistical Package for the Social Sciences (SPSS) version 23. The research findings provide clear evidence that interventions in business need to be aimed at improving transformational leadership practice in order to improve engagement. In conclusion: organisations should focus both their time and their energy on devising a sound developmental plan for their leaders as such a plan will influence the level of engagement of their employees and, thus, the bottom line of these organisations.

Keywords:

Extrinsic motivation, intrinsic motivation, job engagement, leader, leadership styles.