This study supposes to provide new insights into the role of leader behaviors in motivating employees by examining how and when spiritual leadership and contingent reward leadership facilitate employee vigor at work.
Drawing from self-determination theory (SDT), the current study proposes that spiritual leadership intrinsically motivates employees, whereas contingent reward leadership extrinsically motivates employees – both of which subsequently improve employee vigor at work. The theoretical model was tested through a sample of 191 employees collected across three time points in China.
Results revealed that spiritual leadership positively facilitates employee vigor at work through enhancing their work enjoyment, and employees' need for achievement can amplify the effects of spiritual leadership. In addition, employees' performance-reward expectancy transmits the effects of contingent reward leadership on employee vigor at work, and leaders' performance expectations play a key role in strengthening the positive influences of contingent reward leadership.
Based on SDT, this study provides a comprehensive explanation of how and when two patterns of leader behaviors affect employee vigor at work. Therefore, the authors provide significant insights for leadership and work design in human resource management.
