Revisiting the “Authoritarian Versus Participative” Leadership Style Legacy: A New Model of the Impact of Leadership Inclusiveness on Employee Engagement

The present quantitative research extends the large body of knowledge on the leader–follower relation. On the basis of Kahn’s (1990) engagement model, we develop a new framework featuring a curvilinear inverted U-shaped relationship between leadership inclusiveness and employee engagement. Our survey data ( N = 277), collected in the Financial Services Sector in Europe and North America, reveals that three antecedents of engagement...