Companies are currently facing the VUCA environment of accelerated change, increasing interdependence, and complexity. At the same time, as the new generation of employees born in the 1980s and 1990s gradually becoming the backbone of companies, they put forward higher challenges to the management of companies. After all, the competition of companies is finally the competition of talents. Therefore, how to cultivate leadership behaviors, effectively give full play to the value of talents, enhance the work involvement of the new generation of employees, and finally involve them strongly contribute to the development of the company and facing the competition of VUCA environment has become an important issue for the managers to think about.Through 518 effective samples, based on the Self-Determination Theory and Job Demands-Resources Model, this study explores how engaging leadership has an impact on the work engagement of the new generation of employees from the perspective of intrinsic motivation. As well as the chain multiple mediating effects of followers' cognitive trust in the leader, affective trust in the leader, basic psychological needs satisfaction on the relationship between engaging leadership on the new generation of employees’ work engagement. The results contribute to the realization of fuzzy management, stimulating the new generation of employees' intrinsic motivation, enhancing the competitiveness of enterprises in the accelerating changing VUCA environment.The results verified that engaging leadership positively related to the new generation of employees' work engagement. Followers' affective trust in the leader mediated the relationship between engaging leadership and the new generation of employees’ work engagement. Basic psychological needs satisfaction mediated the relationship between engaging leadership and the new generation of employees’ work engagement. Followers' affective trust in the leader and basic psychological needs satisfaction played a chain mediating effect between engaging leadership and the new generation of employees’ work engagement. Followers' cognitive trust in the leader, affective trust in the leader, and basic psychological needs satisfaction had fully chain multiple mediating effects in the relationship between engaging leadership and work engagement. The following assumptions had not been verified. Followers' cognitive trust in the leader mediated the relationship between engaging leadership and the new generation of employees’ work engagement. Followers' cognitive trust in the leader and basic psychological needs satisfaction played a chain mediating effect between engaging leadership and the new generation of employees’ work engagement.This study explored how engaging leadership influences the new generation of employees’ work engagement through followers' cognitive trust and affective trust in the leader, basic psychological needs satisfaction as well as the internal mechanism of followers' trust in leaders, makes practical implications for managers.
修改评论