This study was designed to examine affective leader behaviours, and their impact on cognitive, affective and behavioural engagement. Researchers (e.g., Cropanzano & Mitchell, 2005; Moorman et al., 1998) have called for more research to be directed toward modelling and testing sets of relationships which better approximate the complexity associated with contemporary organisational experience. This research has attempted to do this by clarifying and defining the construct of engagement, and then by examining how each of the engagement dimensions are impacted by affective leader behaviours. Specifically, a model was tested that identifies leader behaviour antecedents of cognitive, affective and behavioural engagement. Data was collected from five public-sector organisations. Structural equation modelling was used to identify the relationships between the engagement dimensions and leader behaviours. The results suggested that affective leader behaviours had a substantial direct impact on cognitive engagement, which in turn influenced affective engagement, which then influenced intent to stay and extra-role performance. The results indicated a directional process for engagement, but particularly highlighted the significant impact of affective leader behaviours as an antecedent to engagement. In general terms, the findings will provide a platform from which to develop a robust measure of engagement, and will be helpful to human resource practitioners interested in understanding the directional process of engagement and the importance of affective leadership as an antecedent to engagement.

In recent years, an increasing number of companies around the world are offering workplace health promotion (WHP) programmes. They describe various activities that promote healthier lifestyles. Companies using WHP operate under two assumptions. First, they recognise that it is less expensive to prevent illness than to cure it and, second, that good health can be achieved through improved personal lifestyles. Employer benefits for the company include reductions in absenteeism rates and increased staff productivity while employees learn to change unhealthy behaviour patterns and make efforts to prevent illness. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2003.

Thesis (MProjMgmt)--University of South Australia, 2000

Thesis (MEd (Human Resource Studies))--University of South Australia, 1996

Bibliography: leaves 262-282. / xviii, 282 leaves ; 30 cm. / Title page, contents and abstract only. The complete thesis in print form is available from the University Library. / Thesis (Ph.D.)--University of Adelaide, Dept. of Psychology, 1998

Thesis (M.S.S.I.S.)--Regis University, Denver, Colo., 2007. / Title from PDF title page (viewed on Nov. 02, 2007). Includes bibliographical references.

Thesis (Ph.D.)--Bowling Green State University, 2008. / Document formatted into pages; contains vii, 88 p. Includes bibliographical references.

Thesis (Ph.D.)--Bowling Green State University, 2008. / Document formatted into pages; contains viii, 73 p. Includes bibliographical references.

Thesis (Ph. D.)--University of Adelaide, Dept. of Psychology, 1998. / Includes bibliographical references (leaves 262-282).