The purpose of this study is to examine the serial mediating mechanism between self-leadership and employee creativity through organizational commitment and work engagement. The context of the study in which the proposed relationships were tested for the first time in Lebanon and the UAE, is also novel as both countries are distinguished from other Middle Eastern countries. This study is unique in exploring the moderating role of perceived organizational support on the relationship between self-leadership and engagement, and original in theoretically proposing and empirically examining the interaction between perceived organizational support and self-leadership. The findings of this study can be used to help organizations as well as human resources and regional managers operating in the Middle East in giving insights about investing in self-leadership strategies and positively influence employee perception of organizational support to strengthen employee engagement. However, perceived organizational support served to enhance self-leadership and employee engagement in the UAE, but not in Lebanon. Results have shown that self-leadership and perceived organizational support were positively related to employee engagement in both countries. Moderating analysis was conducted using Process v3.3 on both samples. Thus, the purpose of this paper is to examine the relationships between self-leadership, employee engagement, and perceived organizational support and to test the moderating effect of perceived organizational support.ĭata were collected through an online self-reporting questionnaire, with a total of 225 employees from Lebanon and 251 employees from the United Arab Emirates (UAE). The basic hypothesis of the paper stems from the stated and can be explicated as: adequate analysis and assessment of the social aspect of the effectiveness of the investment project significantly contributes to the regional economic development.Īs the work context is dynamically changing, enhancing employee engagement through personal and organizational means is still capturing the attention of organizations as well as human resources researchers and practitioners. The paper also points to the importance of a clear definition of the overall investment project in the very beginning of its economic and financial analysis, which is crucial for a proper assessment of the social effectiveness due to "cover up" social benefits and costs that may not be subject of direct trade off. Methodological planning and evaluation of return on investment, with special emphasis on the socio-economic dimension of investment, in the paper and associated with that considers the problems of divergence of private and social costs. This is why it is necessary to create economic and financial evaluation of investment projects from the viewpoint of society, or total economy, with special emphasis on the analysis and evaluation of the contribution of investment to regional development. the impact of the investment on the overall economy, which depends heavily on the size and nature of the project and the amount of funds involved.
The authors explore aspects of social cost-effectiveness assessment of the investment project, i.e. The aim of this paper is to highlight and to point out the importance of the evaluation of the investment project regarding the social aspect. The authors also identify a number of cross-level research questions that illustrate how future research can benefit from exploring ways that self-leadership at the individual level interacts with self-leadership at the team level. Specifically, external leadership in the forms of empowering leadership and shared leadership facilitate self-leadership of individuals and teams. Among these forces, external leadership is particularly important, as self-leadership is not a complete substitute for external leadership. The authors also identify internal and external forces that influence self-leadership. Relationships between team-level self-leadership and both affective and performance outcomes appear to be moderated by contextual factors. Findings are not as consistent at the team level.
At the individual level, studies consistently show that increased self-leadership corresponds with better affective responses and improved work performance.
The authors adopt a multilevel perspective to review this research at both individual and team levels of analysis. Over the past 30 years substantial research has focused on the concept of self-leadership.