A Mixed Methods Study of the Relationship Between Perceived Leadership Styles and Employee Engagement at the Transportation Security Administration (TSA)
While leadership is often referenced at the Transportation Security Administration (TSA) as a critical antecedent for improving organizational performance, there is an organizational gap surrounding emphasis on preferred leadership styles and associated leadership training. The purpose of this study was to identify leadership styles that could contribute to high levels of employee engagement amongst Transportation Security Officers (TSOs) at the TSA. The aim was to create the foundation for a leadership-training curriculum that helps first-line supervisors develop a leadership style that serves to stimulate high levels of employee engagement amongst TSOs. Using the Utrecht Work Engagement Scale (UWES), full-time TSOs at 13 airports in upstate New York were asked to assess their own engagement. The survey data were categorized and through extreme purposive sampling, results yielded TSOs who reported either the highest or lowest engagement. Those TSOs participated in semi-structured interviews featuring questions based on existing normative leadership styles. The quantitative and qualitative findings were integrated to identify leadership styles that, based on TSO perceptions, contribute to higher levels of employee engagement. Those styles include Authoritative/Classical Leadership (in specific threat situations), Transformational Leadership, and Authentic Leadership. Based on the findings, comprehensive training program aimed at improving Supervisor-level leadership and inspiring employee engagement was proposed. The implications of this study are improved leadership at the TSA, more engaged employees, increased organizational performance, and satisfied stakeholders, including the travelling public. Keywords: Leadership, employee engagement, organizational performance, training
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