How Quantum Leadership Style Affects Employees’ Job Performance

DOI: https://doi.org/10.62517/jmsd.202512509

Author(s)

Xinglei Zhou, Liming Chen*

Affiliation(s)

College of Economics and Management, China Agricultural University, Beijing, China *Corresponding Author

Abstract

While existing literature has extensively explored traditional leadership styles, there remains a paucity of empirical studies examining leadership styles and their impacts on employees' organizational behaviors from a novel perspective. Grounded in quantum thinking, this research examines the mechanism by which quantum leadership shapes employees' job performance, while exploring the mediating role of employee work engagement alongside the moderating effect of leader-member exchange (LMX). Data were collected from 468 employees across 17 enterprises in 14 cities in China. The results indicate that: (1) quantum leadership positively promotes employees' job performance; (2) employee work engagement serves as a mediator for the impact of quantum leadership on employees' job performance; (3) to varying degrees, LMX moderates the link through which quantum leadership influences employee work engagement. This research is expected to offer valuable references and evidence for leaders to exert quantum influence, facilitate individuals' career development, and enhance enterprises' sustainability.

Keywords

Quantum Leadership; Employees' Job Performance; Employee Work Engagement; Leader-Member Exchange

References

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