Table 2 Indirect effect of engaging leadership on burnout and work engagement through job demands, job resources, and intrinsic motivation
Hypothesis | Predictor | Mediator | Outcome | β | ρ | LLCI | ULCI |
|---|---|---|---|---|---|---|---|
1a | Engaging Leadership | Job demands | Burnout | − 0.218 | 0.000 | − 0.272 | − 0.176 |
1b | Engaging Leadership | Job demands | Work engagement | 0.064 | 0.000 | 0.035 | 0.100 |
2a | Engaging Leadership | Job resources | Work engagement | 0.260 | 0.000 | 0.192 | 0.342 |
2b | Engaging Leadership | Job resources | Burnout | − 0.183 | 0.000 | − 0.262 | − 0.121 |
3a | Engaging Leadership | Job demands | Intrinsic motivation | 0.011 | 0.457 | − 0.018 | 0.040 |
3b | Engaging Leadership | Job resources | Intrinsic motivation | 0.368 | 0.000 | 0.286 | 0.457 |
4a | Engaging Leadership | Job demands and intrinsic motivation | Burnout | − 0.002 | 0.461 | − 0.007 | 0.003 |
4b | Engaging Leadership | Job demands and Intrinsic motivation | Work engagement | 0.003 | 0.462 | − 0.005 | 0.012 |
5a | Engaging Leadership | Job resources and intrinsic motivation | Work engagement | 0.104 | 0.000 | 0.070 | 0.144 |
5b | Engaging Leadership | Job resources and intrinsic motivation | Burnout | − 0.058 | 0.000 | − 0.095 | − 0.032 |