A multi-method study of servant leadership and despotic leadership–work engagement nexus: the roles of identification with leader and political skill

Purpose This study examines how servant and despotic leadership influence work engagement, mediated by identification with the leader and moderated by employees’ political skill. Design/methodology/approach The proposed linkages were tested in three studies: a three-wave survey of employees working in various industries (study 1, n = 258) to test mediating and moderating effects; experiments testing the first path of the mediation model with employees working in the telecom sector (study 2a, n = 154), and the second path with employees working in the education sector (study 2b, n = 130). Findings The results revealed that identification with the leader mediates servant leadership–work engagement and despotic leadership–work engagement links. Specifically, the findings from the experimental studies (2a and 2b), employing a causal-chain method, provided support for the mediation model, with study 2a testing the first path and study 2b testing the second path, thereby corroborating the findings from the survey study (study 1). Furthermore, the data from study 1, a multi-wave survey, supported the moderating role of employees’ political skill, highlighting its influence on the relationship between leadership styles (servant and despotic) and work engagement. Practical implications Based on the results, this study recommends that organizations prioritize fostering servant leadership. Additionally, organizations should implement training programs to enhance employees’ political skills, enabling them to navigate leadership challenges and mitigate the adverse effects of authoritarian, destructive, highly self-centered, and vengeful leadership, which will contribute to fostering a more engaged workforce. Originality/value This research contributes to leadership literature by demonstrating the indirect effects of constructive and destructive leadership on work engagement through identification with the leader. It also highlights the moderating role of employees’ political skills, offering insights into how their political skills can alter the relationship between leadership styles and their own work engagement.