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The Impact of Leadership Styles on Employee Engagement and Organizational Growth

APTISI Transactions on Management (ATM) · Vol. 9 No. 2 (2025) · pp. 197–209

DOI
10.33050/atm.v9i2.2441
ISSN
2622-6804, 2622-6812
Published
2025-05-30
Publisher
Pandawan
Language
en
License
creativecommons.org/licenses/by-sa/4.0

Abstract

Leadership plays a crucial role in shaping organizational success by influ- encing employee engagement, motivation, and overall business performance. Effective leadership fosters an environment where employees feel valued, en- gaged, and aligned with corporate goals, ultimately driving sustainable growth. This study aims to analyze the impact of different leadership styles transformational, transactional, and servant leadership on employee engagement and their subsequent effect on organizational growth. By employing a quantitative research approach using Structural Equation Modeling (SEM) with SmartPLS, this study provides empirical evidence on how leadership behaviors affect work- place dynamics. Data were collected from employees across various indus- tries using a structured survey. The relationships between leadership styles, employee engagement, and organizational growth were examined using Partial Least Squares-SEM (PLS-SEM). Reliability and validity were tested through Cronbach’s Alpha, Composite Reliability (CR), and Average Variance Extracted (AVE). The findings indicate that servant leadership has the strongest impact on employee engagement, followed by transformational and transactional lead- ership. Employee engagement significantly mediates the relationship between leadership styles and organizational growth. Organizations should priori- tize transformational and servant leadership approaches to enhance employee engagement and long-term growth. Future research should explore industry- specific leadership adaptations and the role of digital transformation in leader- ship effectiveness.

Keywords

Collaboration network of the authors

20 authors · 46 co-authorship links

Hover or tap a name to highlight its co-authors. Double-click to open the author's page.

  • Universitas Raharja
  • Affiliation unknown
  • Different organisations
  • Same organisation
  • Affiliation unknown
  • Thicker line = more joint articles · bigger circle = more articles
Show as table
Co-authorOrganisationJoint articles
Fitra Putri OgandaUniversitas Raharja1
Reymund RahardjaAffiliation unknown1
Tio NurtinoAffiliation unknown1
Elsevier AimeeAffiliation unknown1
Denok SunarsiAffiliation unknown1
Hamsinah HamsinahAffiliation unknown1
Untung RahardjaAffiliation unknown1
Umi NarimawatiAffiliation unknown1
Yulia Rachma WijayantiAffiliation unknown1
Omar Arif Al-KamariAffiliation unknown1
Ridhuan AhsanitaqwimAffiliation unknown1
Ahmad RamadanAffiliation unknown1
Achani Rahmania Az ZahraAffiliation unknown1
Jerry MaratisAffiliation unknown1
Aoliyah FirasatiAffiliation unknown1
Susanti DewiAffiliation unknown1
Laras SitoayuAffiliation unknown1

Affiliations come from OpenAlex; journal OAI-PMH metadata carries none. Authors without an OpenAlex ID are matched by name, which can merge or split people.

Metadata source: OAI-PMH (metadata jurnal) https://ijc.ilearning.co/ATM/oai, first harvested 6 Nov 2026, last seen 8 Nov 2026.
Original metadata (oai_dc) 
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	<dc:title xml:lang="en">The Impact of Leadership Styles on Employee Engagement and Organizational Growth</dc:title>
	<dc:creator xml:lang="en">Rusilowati, Umi</dc:creator>
	<dc:creator xml:lang="en">Sriliasta Bangun, Cicilia</dc:creator>
	<dc:creator xml:lang="en">Bennet, Daniel</dc:creator>
	<dc:creator xml:lang="id">Rusilowati, Umi</dc:creator>
	<dc:subject xml:lang="en">Leadership Styles</dc:subject>
	<dc:subject xml:lang="en">Employee Engagement</dc:subject>
	<dc:subject xml:lang="en">Organizational Growth</dc:subject>
	<dc:subject xml:lang="en">SmartPLS</dc:subject>
	<dc:subject xml:lang="en">SEM</dc:subject>
	<dc:description xml:lang="en">Leadership plays a crucial role in shaping organizational success by influ- encing employee engagement, motivation, and overall business performance. Effective leadership fosters an environment where employees feel valued, en- gaged, and aligned with corporate goals, ultimately driving sustainable growth. This study aims to analyze the impact of different leadership styles transformational, transactional, and servant leadership on employee engagement and their subsequent effect on organizational growth. By employing a quantitative research approach using Structural Equation Modeling (SEM) with SmartPLS, this study provides empirical evidence on how leadership behaviors affect work- place dynamics. Data were collected from employees across various indus- tries using a structured survey. The relationships between leadership styles, employee engagement, and organizational growth were examined using Partial Least Squares-SEM (PLS-SEM). Reliability and validity were tested through Cronbach’s Alpha, Composite Reliability (CR), and Average Variance Extracted (AVE). The findings indicate that servant leadership has the strongest impact on employee engagement, followed by transformational and transactional lead- ership. Employee engagement significantly mediates the relationship between leadership styles and organizational growth. Organizations should priori- tize transformational and servant leadership approaches to enhance employee engagement and long-term growth. Future research should explore industry- specific leadership adaptations and the role of digital transformation in leader- ship effectiveness.</dc:description>
	<dc:publisher xml:lang="en">Pandawan</dc:publisher>
	<dc:date>2025-05-30</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://ijc.ilearning.co/ATM/article/view/2441</dc:identifier>
	<dc:identifier>10.33050/atm.v9i2.2441</dc:identifier>
	<dc:source xml:lang="en">APTISI Transactions on Management (ATM); Vol. 9 No. 2 (2025): May; 197-209</dc:source>
	<dc:source xml:lang="id">APTISI Transactions on Management (ATM); Vol 9 No 2 (2025): May; 197-209</dc:source>
	<dc:source>2622-6804</dc:source>
	<dc:source>2622-6812</dc:source>
	<dc:source>10.33050/atm.v9i2</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://ijc.ilearning.co/ATM/article/view/2441/889</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2025 Umi Rusilowati, Cicilia Sriliasta Bangun, Daniel Bennet (Author)</dc:rights>
	<dc:rights xml:lang="en">http://creativecommons.org/licenses/by-sa/4.0</dc:rights>
</oai_dc:dc>