From Subordinate Moqi to Work Engagement: The Role of Leader-Member Exchange in the Sustainability Context

In search of sustainable strategies to improve employees' work engagement without harming their long-term performance in the VUCA era, this study examines the impact path of subordinate moqi on employees' work engagement based on leader-member exchange theory and organizational support theory. A total of 322 R&D staff from high-tech enterprises in Shanghai, Beijing, Shenzhen, and other cities participated in the study. The data analysis reveals that the leader-member exchange partially mediates between subordinate moqi and work engagement. Moreover, both supervisor's organizational embodiment and perceived organizational support can positively moderate the impact of subordinate moqi on leader-member exchange. The empirical results enrich the intermediary mechanism between subordinate moqi and work engagement. Employees with subordinate moqi have better chances of meeting their supervisors' implicit expectations, leading to a higher relationship quality with followers and increasing enthusiasm for work. The current study clarifies the theoretical and practical significance of subordinate moqi in establishing high-quality work relationships and sustainable development of organizations' human resources.