Abstract

This study investigates the interplay between Corporate Governance, Internal Control, Corporate Reputation, and Employee Engagement, focusing on the moderating role of different leadership styles. Empirical findings indicate that Corporate Governance, Internal Control, and Corporate Reputation are positively and significantly associated with Employee Engagement. The study further delves into the nuances of leadership styles, democratic, bureaucratic, laissez-faire, and authoritarian, and their distinct moderating effects on these relationships. Democratic leadership was found to enhance the linkage between Corporate Governance, Internal Control, Corporate Reputation, and Employee Engagement. In contrast, the bureaucratic and laissez-faire styles primarily moderated the effects of Internal Control and Corporate Reputation on Employee Engagement. Additionally, authoritarian leadership strongly moderates the relationship between Corporate Governance, Internal Control, and Employee Engagement. These findings suggest that leadership style is crucial in determining the effectiveness of corporate governance mechanisms, internal controls, and reputation management in promoting employee engagement. The study contributes to the broader discourse on organizational behavior and human resource management, offering insights for practitioners and scholars interested in optimizing employee engagement through strategic leadership and organizational practices.

Details

Title
The impact of corporate governance, internal control and corporate reputation on employee engagement: a moderating role of leadership style
Author
Koeswayo, Poppy Sofia 1   VIAFID ORCID Logo  ; Haryanto, Haryanto 2   VIAFID ORCID Logo  ; Handoyo, Sofik 1   VIAFID ORCID Logo 

 Faculty of Economics and Business, Universitas Padjadjaran, Bandung, West Java, Indonesia 
 Sekolah Tinggi Ilmu Ekonomi Mulia Singkawang, West Kalimantan, Indonesia 
Publication year
2024
Publication date
Jan 2024
Publisher
Taylor & Francis Ltd.
e-ISSN
23311975
Source type
Scholarly Journal
Language of publication
English
ProQuest document ID
3152073806
Copyright
© 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group. This work is licensed under the Creative Commons Attribution License http://creativecommons.org/licenses/by/4.0/ (the “License”). Notwithstanding the ProQuest Terms and Conditions, you may use this content in accordance with the terms of the License.