Benevolent Leadership and Employee Task Performance: Chain Intermediary Role of Personal Initiative and Work Engagement in Crosscultural Management

Abstract

This study explored the antecedent mechanism of task performance. We collected data from teams working on Chinese overseas projects in 13 countries and regions, and conducted a cross-layer analysis through matching the data of 70 direct leaders and 277 employees. The results show that benevolent leadership was positively associated with employees' task performance, personal initiative, and work engagement. In addition, employees' personal initiative and work engagement played a chain intermediary role in the relationship between benevolent leadership and employee task performance. These findings show how benevolent leadership influences employee task performance in cross-cultural management. Theoretical and practical implications are discussed.