Research on the Influence Mechanism of High Performance
Expectations of Leaders on Employees' Work Engagement based on
the Correlation Analysis and Multivariate Linear Regression Analysis
YuPing Fang
School of Business Administration, Zhejiang Gongshang University, Hangzhou, Zhejiang, China
Keywords: High Performance Expectation, Affective Rumination, Work Engagement.
Abstract: In order to achieve better corporate performance, enterprise leaders have set high performance expectations,
hoping that employees can inspire their pursuit of high quality and maintain their initiative and enthusiasm.
In the face of the high performance expectations of leaders, employees may think it is a kind of pressure, have
no confidence in achieving goals and fall into repeated negative emotions such as worry and anxiety, thus
reducing the level of work engagement. Based on this, this study selected affective rumination as a mediating
variable to explore the influence mechanism of high performance expectations of leaders on employees' work
engagement. Through the analysis of 354 questionnaires, the results showed that there was a significant
positive correlation between high performance expectations of leaders and affective rumination (r=0.382, P
<0.001), and a significant negative correlation between affective rumination and work engagement (r=-0.305,
P <0.001). The results of multivariate linear regression analysis showed that high performance expectations
of leaders had a significant positive impact on affective rumination (β=0.378, P <0.001), and there was a
significant negative relationship between affective rumination and work engagement (β=-0.304, P <0.001).
The confidence interval of affective rumination (95% CI=[-0.123, -0.051] ) did not contain 0, indicating that
affective rumination had a significant mediating effect between high performance expectations of leaders and
work engagement. All hypotheses were supported.
1 INTRODUCTION
Against the background of globalization and the rapid
development of information technology, enterprises
are faced with increasingly diverse and intense
market competition. Especially in the post-epidemic
era, in order to better achieve stable survival and
long-term development in the turbulent market,
corporate leaders have formulated higher
performance expectations, in order to inspire
employees to pursue high quality and maintain their
initiative and enthusiasm. Thus, enterprises can
maintain vitality and competitive advantages under
the competitive situation and finally achieve high-
quality development. Ren Zhengfei once said, "As a
company that has gone through chaos, Huawei must
have a high performance assessment."
High performance expectations of leaders refers
to the behavior that leaders show expectations of
excellence, high quality and high performance of
subordinates (Podsakoff, et al, 1990). Studies have
shown that setting high goals can effectively improve
employee performance. However, in reality, in many
cases, employees' own ability resources and external
support are not enough to support them to achieve the
goal of high performance expectations, which may
become the source of work pressure. A review of
relevant studies found that the impact of leadership's
high performance expectations was contradictory.
Therefore, it can be seen that the high performance
expectations of leaders do not always have a positive
impact on employees, but may also have a negative
impact, which leads to thinking: can employees
always maintain high enthusiasm and vitality when
facing the high performance expectations of leaders?
Based on this, this study selected work engagement
as the outcome variable to explore the mechanism of
how high performance expectations of leaders affect
employees' work engagement.
The psychological phenomenon of employees
remaining focused on their work during non-working
hours is exacerbated by increasing work demands and
rising standards. It is common to think about work-
124
Fang, Y.
Research on the Influence Mechanism of High Performance Expectations of Leaders on Employees’ Work Engagement based on the Correlation Analysis and Multivariate Linear Regression
Analysis.
DOI: 10.5220/0011164300003440
In Proceedings of the International Conference on Big Data Economy and Digital Management (BDEDM 2022), pages 124-130
ISBN: 978-989-758-593-7
Copyright
c
2022 by SCITEPRESS – Science and Technology Publications, Lda. All rights reserved
related matters outside of working hours. Employees
will think about existing events related to work, such
as unfinished tasks, problems to be solved,
relationships with colleagues, or negative events at
work, as well as anticipate possible or upcoming
events, needs, and problems at work. Based on this,
affective rumination was introduced into the study as
a mediator variable. Relevant studies have shown that
the high performance expectations of leaders are one
reason for intensifying affective rumination (Perko,
et al, 2017, Syrek 2014). When employees are faced
with high performance expectations from leaders,
they may fall into anxiety due to the difficulty of tasks
and the uncertainty of the possibility of task
completion, which induces affective rumination and
affects employees' work engagement.
When studying transformational leadership,
Podsakoff et al. (1990) pointed out that the essence of
transformational leadership is that these leaders
"promote employees to extraordinary levels and
make them do more and perform better than
expected", and believed that transformational
leadership has six key behaviors (Podsakoff et al
1990). High performance expectation is one of them.
Reviewing previous literature, the connotation of
high performance expectations can be divided into
two categories: one is high performance expectations
from the outside (usually from superior leaders),
which means that superior leaders have high
expectations on the performance of their
subordinates, such as doing their best to achieve the
best performance, leading the performance ranking,
etc. The other is internal high performance
expectation, that is, employees' high performance
expectation for themselves, which refers to the
internal motivation of employees to voluntarily
achieve high performance and make contributions to
the organization, including high performance
tendency and high performance goal setting. The high
performance expectations of leaders defined in this
study comes from the outside, that is, the high
performance expectations of superior leaders on their
subordinates, and refers to the behavior of superior
leaders on their subordinates to pursue excellence,
quality and high performance expectations
(Podsakoff, et al, 1990). At present, there are
relatively few researches on high performance
expectations of leaders. Based on the review of
relevant domestic and foreign research literature, it is
found that the existing research on high performance
expectations of leaders focuses on the exploration of
its outcome variables, such as job performance,
territorial behavior, and pro-organizational unethical
behavior.
Rumination, which was first proposed based on
research on depression, is thought to be a form of
negative repetitive thinking that worsens depressive
symptoms. Most subsequent studies have followed
this line of thinking, viewing rumination as a
repetition of negative experiences, and have been
shown to be associated with depression, loneliness,
anxiety, anger and other negative emotions, as well as
sleep disturbances. Affective rumination is a
cognitive state characterized by intrusive, pervasive,
and recurring negative thoughts about work
(Pravettoni, et al, 2007). The focus is not on problem
solving, but more similar to recurring thoughts
described in the clinical literature that, if allowed to
develop, can lead to negative emotional reactions
such as depression and annoyance. At present, most
of the researches on rumination are foreign ones, but
domestic ones are relatively scarce. Affective
rumination occurs more when employees are faced
with challenging job demands (Van Laethem, et al,
2019). Ruminating on negative aspects of your job
can lead to negative emotions, such as depression.
Affective rumination has been shown to lead to
higher levels of job burnout and fatigue, and lower
levels of job engagement and vitality (Kinnunen, et
al, 2019).
The concept of work engagement has been put
forward for many years, but scholars have not
concluded a unified view on the connotation and
structure of work engagement because they consider
it from different perspectives based on personal
understanding and research needs. According to the
existing research, the dimensional division of work
engagement proposed by Schaufeli et al. (2002) has
been widely adopted and used in research (Schaufeli,
et al, 2002). Work engagement under this definition
is a general and persistent state of emotional
cognition that does not focus on specific goals,
transactions, individuals or activities. This research
adopts Schaufeli et al. (2002) to study the connotation
interpretation of work engagement (Schaufeli, et al,
2002). Through literature review, it is found that most
of the current studies on the anzac variables of work
engagement focus on individual trait factors and job
organization factors, while the studies on the outcome
variables of work engagement can be divided into
two categories: individual-related results and job-
related results. At present, studies on the antecedent
and outcome variables of work engagement are
relatively prosperous, but there are relatively few
studies on leadership behavior in the exploration of
antecedent variables. Therefore, this study, starting
from the high performance expectations of leaders,
Research on the Influence Mechanism of High Performance Expectations of Leaders on Employees’ Work Engagement based on the
Correlation Analysis and Multivariate Linear Regression Analysis
125
explores whether they have an impact on employees'
work engagement through affective rumination.
In general, this study combined with social
information processing theory and introduced
affective rumination as a mediator variable to explore
the influence mechanism of high performance
expectations of leaders on employees' work
engagement. On the one hand, the proposed research
questions are tested and discussed based on relevant
theories, research literature and empirical analysis
results, which is a beneficial supplement to previous
theoretical studies and provides research prospects
for subsequent studies. On the other hand, the
research problem is derived from the actual enterprise
management practice. By revealing the mechanism
and boundary conditions of the phenomenon, the
corresponding theoretical inspiration and
management suggestions are put forward for
enterprise practice reference.
2 MATERIALS AND MATHODS
Based on the theory of social information processing,
this paper deduces research hypotheses. According to
the theory of social information processing, social
situational factors affect individual activities and
behaviors. Individuals process and interpret various
kinds of information provided by their social
environment in different ways, which will have a
differentiated influence on their subsequent attitudes
and behaviors. The core points of social information
processing theory are as follows: first, individuals can
help themselves understand the work environment by
processing all kinds of information provided by the
social environment in which they live, and then adjust
their work attitude and behavior; Second, when
individuals are in a complex and uncertain social
environment, they will have a stronger dependence
on the information provided by the social
environment, which will affect their subsequent work
attitudes and behaviors.
According to the theory of social information
processing, there are four ways for social
environment to directly/indirectly influence
individual's work attitude and behavior. First, there is
descriptive information about the characteristics of
the work environment in the social environment faced
by individuals, such as the evaluation of work by
colleagues, which will affect employees' work
attitude and behavior. Secondly, individuals'
attention will be attracted by some social information
provided by the social environment, which will have
an impact on employees' work attitudes and
behaviors. For example, conversations among
colleagues contain some important tips related to
work, which will affect employees. Third, the
individual to the understanding of the social
information will be affected by organizations within
the other members of the evaluation, as when work
mishandling criticism or even punishment,
employees may produce different evaluation for that
event, might argue that leadership is too cold, also
may think that only strict in order to better achieve
the goal. Fourth, individuals' understanding of their
own needs and cognition is formed or deepened in the
process of social interaction. For example, employees
think that overtime is too frequent, which indicates
that overtime is a typical feature of the job, and also
indicates that employees care about it.
Individuals process and interpret the information
they acquire in the workplace, thus influencing their
own attitudes, cognition and behaviors. Different
interpretations of information will lead to different
attitudes and behaviors. Meanwhile, the theory of
social information processing also points out that the
external social environment faced by individuals
plays an important role in the regulation mechanism,
that is, individual attitudes and behaviors are also
influenced by environmental factors (such as
organizational environment) and other information
factors.
Leaders are the most important source of
information for employees in the workplace. Based
on the theory of social information processing,
leaders' behavior will affect employees' cognition,
and then affect their work attitude and behavior. In
addition, the process of employees interpreting the
work information conveyed by their leaders will be
affected by external environmental factors.
Therefore, based on the theory of social information
processing, this study explores the mechanism by
which high performance expectations of leaders
influence employees' work engagement through
affective rumination.
When employees are faced with high performance
expectations from leaders, they must invest their own
resources to achieve high quality and excellence in
performance. However, in many cases, employees'
own resources and external support are not enough to
support them to achieve high performance
expectations. Once the goal is not achieved,
employees will face the risk of self-denial, criticism
from leaders and even loss of job opportunities.
Therefore, this management style may become a
source of work stress for employees. Relevant studies
have shown that leaders' behaviors are one of the
reasons affecting employees' cognition, attitude and
BDEDM 2022 - The International Conference on Big Data Economy and Digital Management
126
behavior. Based on this, this study explores the
impact of leaders' high performance expectations on
employees from the perspective of employees'
cognitive state. The impact of leadership's high
performance expectations can be partly attributed to
the fact that employees do not stop thinking about
work after leaving the workplace. When individuals
focus on the pressure brought by job requirements,
they will have intrusive, widespread and repetitive
negative emotions, namely affective rumination.
According to the theory of social information
processing, individuals process and interpret the
information they get in the workplace, thus
influencing their own attitudes, cognition and
behavior. When employees are faced with high
performance expectations, they are not sure whether
they can complete tasks on time and with quality
assurance. Doubts about their ability to solve
problems through their own efforts and feelings of
helplessness. At this point, employees will regard the
high performance expectations of leaders as an
obstacle, resulting in anxiety, depression, worry and
other negative emotions, falling into a negative
emotional cycle, inducing individuals to reflect on
their internal world, resulting in affective rumination.
Based on this, this study believes that there is a
correlation between high performance expectations
of leaders and affective rumination, and proposes the
following hypotheses:
H1: There is a positive correlation between
leaders' high performance expectations and
employees' affective rumination.
Affective rumination occurs when thinking about
work-related problems leads to negative emotional
reactions, such as frustration, anxiety, or annoyance.
When employees engage in affective rumination, this
prevents employees from recovering, which can
negatively impact their performance in the
workplace. Affective rumination consumes personal
resources and causes a significant increase in work-
related fatigue, resulting in job burnout and negative
emotions such as anxiety, worry and annoyance. At
the same time, employees engaged in affective
rumination had negative outcome expectations,
believing that they would fail or that they would be
unable to overcome difficulties, thus lowering their
work engagement levels. Based on this, the following
hypotheses are proposed:
H2: Employee affective rumination negatively
predicts their work engagement.
Based on the above logic, we can infer that
affective rumination plays a mediating role between
leader's high performance expectation and
employee's work engagement, that is, leader's high
performance expectation has an indirect impact on
employee's work engagement through affective
rumination. Some scholars have pointed out that
when faced with job requirements, employees will
regard them as an obstacle, which will have a
negative impact on job performance. Based on the
social information processing theory, when receiving
the high performance expectation from the leader, the
employee may think that the high performance
expectation from the leader is a kind of hindering
pressure. He/she does not know how to complete the
task and has no confidence in achieving the goal, and
repeatedly thinks about the negative side of the job,
namely affective rumination. The negative
expectation of the result makes the employees fall
into the anxiety and worry that they can not complete
the task or the process of completing the task will be
too difficult, which affects their subsequent recovery
process, resulting in burnout in the follow-up work,
and thus the work engagement level is reduced. Based
on this, the following hypotheses are proposed:
H3: Affective rumination plays a mediating role
between leaders' high performance expectations and
employees' work engagement.
3 RESULTS AND DISCUSSION
In this study, questionnaires were issued to 9
enterprises, and 354 valid questionnaires were finally
collected. According to descriptive
statistical analysis,
152 men (accounting for 42.94%) and 202 women
(accounting for 57.06%) participated in this research.
Participants in the survey were mainly aged 31-40, a
total of 280 people (accounting for 79.10%). The
educational background was mainly junior college
and bachelor, with 155 (accounting for 43.79%) and
177 (accounting for 50.00%) respectively. The
monthly income was mainly 6000-9000 yuan, with
255 people (accounting for 72.03%). Most of them
have worked in our company for 1-5 years, with a
total of 260 employees (accounting for 73.45%).
SPSS 22.0 was used to test the reliability and
validity of each scale. The KMO values of each scale
were all within the acceptable range, the significance
level of Bartlett sphericity test was 0.000 (< 0.001),
and the α coefficient of each scale was greater than
0.7, indicating that the questionnaire had good
reliability and validity and met the research
requirements.
This study first adopted Pearson correlation
analysis to test the correlation between variables in
the research model (leaders' high performance
expectations, affective rumination, work
Research on the Influence Mechanism of High Performance Expectations of Leaders on Employees’ Work Engagement based on the
Correlation Analysis and Multivariate Linear Regression Analysis
127
engagement) and control variables. The results show
that there is a significant positive relationship
between high performance expectations of leaders
and affective rumination (r=0.382, P <0.001), which
preliminarily supports hypothesis 1. Affective
rumination was negatively correlated with work
engagement (r=-0.305, P <0.001), which initially
supported hypothesis 2. The above correlation
analysis results are consistent with the correlation
between variables assumed in this study, and the
relevant research hypotheses have been preliminarily
verified.
Multivariate linear regression analysis was used
to verify the relationship between leaders' high
performance expectations and affective rumination.
In the regression equation, affective rumination was
first added as a dependent variable, and then control
variables (gender, age, education, income, working
age) and high performance expectations of leaders
were gradually added into the column of independent
variables. The analysis results show that the tolerance
is greater than 0.1, and the VIF is less than 5,
indicating that there is no serious collinearity between
variables in M1 and M2, so the models are all
acceptable. At the same time, the explanatory degree
of the model increased significantly with the addition
of high performance expectations (ΔR² = 0.140, P <
0.001). According to the M2 analysis results in Table
1, it can be seen that leaders' high performance
expectations have a significant positive impact on
affective rumination (β=0.378, P <0.001), and
hypothesis 1 is supported.
Table 1: Multivariate linear regression analysis between
leaders' high performance expectations and affective
rumination.
variable
affective rumination
M1 M2
gender 0.066 0.073
age -0.025 -0.048
education -0.024 -0.021
income -0.060 -0.028
working age 0.111 0.079
high performance
expectation
0.378
***
The relationship between affective rumination
and work engagement was verified by multivariate
linear regression analysis.
In the regression equation, work engagement was
first added as a dependent variable, and then control
variables (gender, age, education, income, working
age) and affective rumination were gradually added
into the column of independent variables. The
analysis results show that the tolerance is greater than
0.1, and the VIF is less than 5, indicating that there is
no serious collinearity between variables in M1 and
M2, so the models are all acceptable. At the same
time, the explanatory degree of the model increased
significantly with the addition of high performance
expectations (ΔR² = 0.091, P < 0.001). According to
the M2 analysis results in Table 2, there is a
significant negative relationship between affective
rumination and work engagement (β=-0.304, P
<0.001), and hypothesis 2 is supported.
Table 2: Multivariate linear regression analysis between
affective rumination and work engagement.
variable
work engagement
M1 M2
gender -0.071 -0.051
age 0.019 0.011
education -0.009 -0.017
income 0.060 0.042
working age -0.001 0.033
affective
rumination
-0.304
***
Bootstrap (N=1000) was used to test the
mediating effect of affective rumination on the
relationship between leaders' high performance
expectations and work engagement. The results of
Bootstrap (N=1000) are shown in Table 3. The
confidence interval of affective rumination (95%CI
=[-0.123, -0.051]) does not contain 0, indicating that
it has a significant mediating effect between high
performance expectations of leaders and work
engagement. Hypothesis 3 is supported.
Table 3: Testing the mediating effect of affective
rumination.
Bootstrap（N=1000）
variable
Indirect
effect
SE
Bias corrected 95%
CI
LLCI ULCI
affective
rumination
-0.084 0.018 -0.123 -0.051
4 CONCLUSIONS
The results of this study indicate that leaders' high
performance expectations have a significant impact
on affective rumination. In the face of such work
requests from leadership, employees may consider
this kind of high performance expectations from
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supervisor "work load", will it as a kind of inevitable
pressure, and feel anxiety of whether they can rely on
their own capabilities and resources to achieve
requirements, and in a continuous cycle of negative
emotion, namely the affective rumination. The results
of this study showed that affective rumination
significantly negatively affected work engagement.
When employees ruminate emotionally, they will
think that they are difficult or unable to meet the job
requirements, resulting in depression, anxiety and
other negative emotions. At the same time, the
repeated presentation of negative expectations of the
results will continuously activate psychological and
physical emotions, and ultimately lead to the
generation of emotional exhaustion, which leads to
the reduction of the level of work engagement. The
mediating role of affective rumination between
leaders' high performance expectations and
employees' work engagement has also been verified.
Previous studies have shown that work stress and
work experience can lead to affective rumination,
which in turn affects employees' job performance,
which also supports the conclusion of this study. On
the basis of social information processing theory,
when there is a high performance expectation,
employees may will lead it as a kind of pressure.
Employees have a negative attitude towards how to
achieve the goal and whether they can achieve the
goal, and repeatedly fall into the mood of worry and
anxiety, namely affective rumination. The negative
expectation of the result makes employees show
burnout in the follow-up work, that is, the level of
work engagement is reduced.
In terms of theoretical implications, this study
explores the internal mechanism of how high
performance expectations of leaders affect work
engagement. In this study, affective rumination was
introduced as a mediator variable to explore the
impact of high performance expectations of leaders
on employees' work engagement through affective
rumination. The results show that high performance
expectations of leaders can positively affect affective
rumination, and then reduce employees' work
engagement. When faced with high performance
expectations from leaders, employees may regard it
as a burden and fall into a negative mood. By
proposing affective rumination as the mediating
mechanism, this study explored the influence
mechanism of high performance expectations of
leaders on employees' work engagement, and
explained the reasons why high performance
expectations of leaders reduce employees' work
engagement. At the same time, previous studies on
affective rumination mostly focused on the role of
affective rumination in the relationship between
specific stressors and employees' physical and mental
health, but this study extended the seven-year
backbone rumination to connect the relationship
between high performance expectations of leaders in
the workplace and employees' work engagement,
which is a further expansion of the theoretical
research field of affective rumination research.
In terms of practical enlightenment, based on the
results of this study, when employees are faced with
high performance expectations from superior leaders,
affective rumination may occur and further exert a
great influence on their work engagement level. The
results of this study suggest that affective rumination
leads to a decrease in work engagement. This
suggests that "pressure leads to motivation" may not
always be effective in corporate practice. Managers
should not blindly set high goals and expect
employees to be more engaged in their work in this
way. Leadership should be through incentives (e.g.,
encourage, praise, salary increase and post promotion
possibilities, etc.), increase resources and support for
the work, to help formulate and adjust the work plan,
guide employees to regard high performance
expectations as challenges and opportunities rather
than difficulties and burdens, so as to motivate
employees to actively seek solutions to problems, that
is, to meditate on problem solving more, rather than
to fall into negative affective rumination caused by
worry or fear of difficulty.
The results of this study indicate that affective
rumination plays a mediating role in the relationship
between high performance expectations of leaders
and work engagement, and affective rumination
negatively predicts work engagement. This suggests
that managers need to identify and use management
measures that can effectively avoid affective
rumination in business management practice, and
guide employees to think more about how to solve
problems and maintain a positive attitude in the face
of high performance expectations of leaders, rather
than immersed in negative emotions and self-pity.
When leaders identify affective rumination in
employees, they can provide training courses on
mindfulness intervention and goal setting to guide
employees to reduce negative emotions by
participating in recovery activities (such as exercise
and meditation). Organizations can also establish
peer support groups, through mutual talk and
discussion, so that employees can feel the support
from the outside world and regain confidence
in work.
The theme and theoretical selection of this
research and the empirical analysis results have
certain research significance, but there are still some
Research on the Influence Mechanism of High Performance Expectations of Leaders on Employees’ Work Engagement based on the
Correlation Analysis and Multivariate Linear Regression Analysis
129
limitations and can be improved in future studies.
First, the sample of this study covers relatively few
industries and the study subjects were also
geographically concentrated. Although the
background of questionnaire distribution can meet
the research needs, the limitations of region and
industry may make the research results have a certain
degree of contingency. Therefore, future research can
consider the influence of regional differences,
industry differences and job differences, enrich data
collection regions, industries and jobs, diversify data
sources, and increase the number of samples to
further improve the universality of research
conclusions. Second, the research data were obtained
at multiple time points, but all the questionnaire items
were self-reported by employees. Although the data
analysis results show that there is no serious problem
of common method bias, the phenomenon of "self-
approval" may occur due to the influence of social
approval, which affects the research results to a
certain extent. Therefore, future research can further
control the influence of self-reporting by using
multiple data sources and "projective" questioning.
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