| Abstract [eng] |
An empirical study was conducted to examine the relationship between leadership style and employee involvement in Total Quality Management (TQM) practices, while employee engagement was evaluated as a potential mediating factor. A research gap was addressed because leadership and TQM were often examined through direct effects, while the role of employee engagement as an explanatory mechanism for quality participation was less clearly tested in a single model. Practical importance was also indicated, since many organizations rely on employee involvement in improvement activities, yet consistent involvement is not always sustained when leadership support and motivational conditions are weak. A quantitative cross-sectional design was applied. Primary data were collected through a structured Google Forms questionnaire, and 205 usable responses were obtained. Leadership style was measured with six items focusing on vision communication, inspirational emphasis on values, encouragement of improvement ideas, involvement in decision making, individualized support, and recognition. Employee involvement in TQM practices was measured with six items reflecting participation in problem identification, quality improvement activities, seriousness of suggestions, authority for small process changes, feedback on improvement results, and the normalization of quality improvement as part of work. Employee engagement, job satisfaction, and workplace stress were also measured with multi item Likert scales. Descriptive statistics and distribution checks were used so that the response patterns were summarized. Reliability analysis and factor based validity checks were conducted so that internal consistency and measurement structure were evaluated. Correlation analysis was also applied to observe directional associations among the main study variables. Regression based models were then used to test the direct effects, while mediation was evaluated through indirect effect estimation. A moderation test was also applied so that the conditional role of workplace stress in the engagement to TQM involvement relationship was examined. A positive pattern was reflected in leadership style perceptions, employee engagement, job satisfaction, and employee involvement in TQM, while workplace stress was reported at a lower average level. Strong positive relationships were indicated between leadership style and employee involvement in TQM practices, and a positive relationship was also indicated between employee engagement and TQM involvement. Negative relationships were observed between workplace stress and the positive constructs, which suggested that higher stress was associated with lower engagement and weaker involvement tendencies. A plotted conditional effect suggested that the engagement to involvement relationship remained positive across low, average, and high stress levels, while only small differences were shown across the stress conditions. Overall, the findings suggested that involvement in TQM practices was supported through leadership behaviors that encourage participation and through employee psychological investment in work. Managerial implications were therefore emphasized, since stronger quality involvement was linked with supportive leadership and sustained engagement rather than only with formal quality systems. |
