Introduction: The outbreak of COVID-19 has a great impact on employees daily work and psychology. Therefore, as leaders in organization, how to alleviate and avoid the negative impact of COVID-19 so that employees can maintain a positive working attitude has become a problem to be worthy paying attention.
Methods: In this paper, we adopted a time-lagged cross-sectional design to test our research model empirically. The data from a sample of 264 participants in China were collected using existing scales in recent studies, and were used for testing our hypothesizes.
Results: The results show that leader safety communication based on COVID-19 will positively affect employees' work engagement (b = 0.47, < 0.001), and organization-based self-esteem plays a full mediating role in the relationship between leader safety communication based on COVID-19 and work engagement (0.29, < 0.001). In addition, anxiety based on COVID-19 positively moderates the relationship between leader safety communication based on COVID-19 and organization-based self-esteem (b = 0.18, < 0.01), that is, when anxiety based on COVID-19 is at higher level, the positive relationship between leader safety communication based on COVID-19 and organizational-based self-esteem is stronger, and vice versa. It also moderates the mediating effect of organization-based self-esteem on the relationship between leader safety communication based on COVID-19 and work engagement as well (b = 0.24, 95% CI = [0.06, 0.40]).
Discussion: Based on Job Demands-Resources (JD-R) model, this paper investigates the relationship between leader safety communication based on COVID-19 and work engagement, and examines the mediating role of organization-based self-esteem and the moderating role of anxiety based on COVID-19.
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| http://www.ncbi.nlm.nih.gov/pmc/articles/PMC9972433 | PMC |
| http://dx.doi.org/10.3389/fpubh.2023.1082764 | DOI Listing |
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