316
In e na ional Jou nal o Ad ance and Applied Resea ch
www.ijaa .co.in
ISSN – 2347-7075
Impac Fac o – 8.141
Pee Re iewed
Bi-Mon hly
Vol. 6 No. 38
Sep embe - Oc obe - 2025
In luence o Leade ship Communica ion on Employee Re en ion in he Age o
AI
Sheeba Khan1 & D . Manoj Kulka ni2
1Ph.D. Resea ch Schola - NWIMSR
2Associa e P o esso , Singhad Ins i u e, Pune
Resea ch Cen e – (NWIMSR) Ne illeWadia Ins i u e o Managemen S udies & Resea ch,
Pune
Co esponding Au ho – Sheeba Khan
DOI - 10.5281/zenodo.17315940
Abs ac :
This s udy in es iga es he in luence o leade ship communica ion on employee e en ion
in en ion, wi h employee engagemen se ing as a media ing ac o , in con empo a y o ganisa ional
se ings. D awing on a sample o 303 employees om di e se indus ies, da a we e collec ed using a
s uc u ed ques ionnai e measu ed on a se en-poin Like scale. The s udy employs S uc u al
Equa ion Modeling (SEM) ia Sma PLS 4.0 o examine he hypo hesised ela ionships among
leade ship communica ion, employee engagemen , and e en ion in en ion. The indings e eal ha
leade ship communica ion has a s ong posi i e e ec on employee engagemen (β = 0.771), which in
u n signi ican ly enhances employee e en ion in en ion (β = 0.378). The di ec e ec o leade ship
communica ion on e en ion in en ion is posi i e bu compa a i ely weake (β = 0.210), indica ing
ha employee engagemen pa ially media es his ela ionship. Reliabili y and alidi y analyses
con i m he obus ness o he measu emen model, and model i indices (SRMR = 0.075, NFI =
0.841) suppo he adequacy o he s uc u al model. The esul s unde sco e he impo ance o clea ,
anspa en , and esponsi e communica ion by leade s in os e ing engagemen and educing
olun a y a i ion. P ac ical implica ions include aining leade s in e ec i e communica ion,
implemen ing engagemen - ocused ini ia i es, and le e aging AI-enabled communica ion ools o
enhance in e ac ion quali y and e en ion ou comes.
Keywo ds: Leade ship Communica ion, Employee Engagemen , Employee Re en ion In en ion,
S uc u al Equa ion Modeling, AI-enabled Communica ion
In oduc ion:
The apid p oli e a ion o a i icial
in elligence (AI) echnologies is p o oundly
eshaping o ganiza ional s uc u es,
wo k lows, and communica ion dynamics. As
businesses inc easingly adop AI-d i en ools
o op imize ope a ions, he ole o leade ship
communica ion has become mo e c i ical han
e e in shaping employee expe iences and
in luencing e en ion. In his digi al age, whe e
au oma ion and da a-d i en sys ems domina e
decision-making, e ec i e and empa he ic
leade ship communica ion se es as a i al
coun e balance—ensu ing ha employees
emain engaged, alued, and aligned wi h
o ganiza ional goals.
Leade ship communica ion is no
longe con ined o he adi ional op-down
dissemina ion o in o ma ion. I now
encompasses a dynamic, wo-way in e ac ion
in luenced by AI-enhanced pla o ms,
p edic i e analy ics, and i ual
IJAAR Vol. 6 No. 38 ISSN – 2347-7075
Sheeba Khan & D . Manoj Kulka ni
317
communica ion ools. Flo ea and C oi o u
(2025) emphasize ha while AI signi ican ly
imp o es he e iciency and accu acy o
in e nal communica ions, i also in oduces
new complexi ies. Leade s mus now na iga e
he ine line be ween le e aging AI o
s eamlined ope a ions and p ese ing he
human connec ion essen ial o employee us
and mo ale.
In his e ol ing landscape, he quali y
o leade ship communica ion di ec ly impac s
employee e en ion. Fa inha and Pina (2025)
a gue ha posi i e leade ship—ma ked by
anspa en , suppo i e, and consis en
communica ion—plays a decisi e ole in
enhancing employee engagemen and loyal y,
pa icula ly in en i onmen s whe e AI al e s
job s uc u es and esponsibili ies. Employees
who pe cei e hei leade s as communica i e
and empa he ic a e mo e likely o eel secu e
and commi ed, e en amids echnological
dis up ions.
This connec ion is u he explo ed in
he wo k o Haue , Quan, and Liang (2021),
who analyze leade ship app oaches in Eas
Asian mul ina ional co po a ions. Thei
indings e eal ha cul u ally awa e,
communica i e leade ship signi ican ly
con ibu es o alen e en ion in AI-d i en
o ganiza ions. By os e ing open dialogue and
inclusi e decision-making, leade s can
mi iga e he anxie y and esis ance o en
associa ed wi h digi al ans o ma ion.
The implica ions o AI o leade ship
communica ion ex end beyond engagemen o
a ec compensa ion pe cep ions and job
sa is ac ion. Kau and Kau (2023) highligh
ha AI ools can unin en ionally in oduce
opaci y in pe o mance e alua ion and
compensa ion p ocesses, making anspa en
leade ship communica ion essen ial o
sus aining us and ai ness. In such scena ios,
leade s mus no only explain AI-d i en
decisions bu also ea i m hei commi men
o employee well-being.
Mo eo e , Panwa e al. (2025)
unde sco e he media ing ole o employee
sa is ac ion be ween AI in eg a ion and
o ganiza ional success. Thei s udy con i ms
ha when leade s use communica ion
s a egically—cla i ying AI‘s ole, add essing
conce ns, and ein o cing sha ed alues— hey
c ea e an en i onmen conduci e o bo h
e en ion and pe o mance g ow h.
Gi en hese mul idimensional
challenges and oppo uni ies, his pape
explo es how leade ship communica ion
in luences employee e en ion in he age o AI.
By syn hesizing cu en esea ch and case
analyses, he s udy aims o iden i y e ec i e
communica ion s a egies ha leade s can
adop o os e a esilien , engaged, and loyal
wo k o ce amid ongoing echnological
ans o ma ion.
Li e a u e Re iew:
Leade ship communica ion plays a
pi o al ole in shaping employee beha iou
and in luencing e en ion, pa icula ly in an e a
whe e a i icial in elligence (AI) is
ans o ming wo kplace p ac ices. Va ious
leade ship heo ies highligh he impo ance o
communica ion in os e ing job sa is ac ion,
commi men , and us . Among hese,
ans o ma ional, se an , and e hical
leade ship s yles s and ou as pa icula ly
in luen ial. T ans o ma ional leade ship is
cha ac e ised by ision a icula ion,
inspi a ional mo i a ion, in ellec ual
s imula ion, and indi idualised conside a ion.
Resea ch indica es ha ans o ma ional
leade s c ea e a communica i e clima e ha
enhances o ganisa ional ci izenship beha iou s
and job sa is ac ion, which ul ima ely os e s
employee e en ion. Tian e al. (2020)
demons a ed ha ans o ma ional leade ship
IJAAR Vol. 6 No. 38 ISSN – 2347-7075
Sheeba Khan & D . Manoj Kulka ni
318
imp o es ci izenship beha iou , which in u n
educes u no e in en ions, wi h
communica ion ac ing as a mode a o in hese
ela ionships. Se an leade ship, in con as ,
ocuses on p io i ising employee needs,
suppo ing g ow h, and demons a ing ca e o
ollowe s‘ well-being. I s communica ion s yle
is o en nu u ing and pa icipa i e, he eby
enhancing us and employee commi men . A
s udy in he hospi ali y sec o ound ha
se an leade ship had a s onge impac on
employee us compa ed o ans o ma ional
leade ship, wi h us media ing ou comes such
as job sa is ac ion and e en ion in en ions
(Sousa & an Die endonck, 2021). E hical
leade ship u he emphasises anspa ency,
in eg i y, and ai ness in communica ion.
Leade s who model e hical beha iou h ough
open dialogue and mo al decision-making
os e c edibili y and us , which enhances
employee loyal y and educes absen eeism and
u no e (Tu e al., 2022). Collec i ely, hese
leade ship s yles unde sco e he signi icance
o communica ion beha iou s—cla i y,
anspa ency, eedback, and ai ness—in
ein o cing employee a achmen o
o ganisa ions.
Employee e en ion is la gely d i en
by h ee in e ela ed psychological cons uc s:
job sa is ac ion, commi men , and us in
leade ship. Job sa is ac ion, encompassing
con en men wi h wo k asks, g ow h
oppo uni ies, and wo kplace en i onmen , is
closely ied o leade s‘ communica i e
p ac ices. Leade s who a icula e clea isions,
p o ide suppo i e eedback, and main ain
open channels o communica ion a e mo e
likely o os e sa is ac ion and educe
u no e in en ions. Commi men , bo h
a ec i e (emo ional a achmen ) and
no ma i e (sense o obliga ion), also depends
hea ily on how leade s communica e
o ganisa ional alues, ecogni ion, and goals.
Employees who pe cei e alignmen be ween
hei own alues and leade s‘ communica ion
demons a e highe loyal y and educed
likelihood o lea ing. T us in leade ship is
pa icula ly c i ical in ola ile and unce ain
en i onmen s. E hical, anspa en , and
consis en communica ion builds us , which
hen media es he ela ionship be ween
leade ship s yle and e en ion ou comes
(Newman e al., 2020). When employees us
hei leade s, hey a e mo e willing o emain
commi ed, e en du ing o ganisa ional change
o echnological dis up ions.
In pa allel, AI-d i en ools a e
inc easingly in eg a ed in o human esou ce
managemen (HRM) unc ions, in luencing
communica ion p ocesses and employee
pe cep ions. AI cha bo s, o example, a e
being used o add ess ou ine HR que ies,
s eamline onboa ding, and p o ide ins an
in o ma ion. Du a e al. (2022) highligh ed
ha AI-enabled cha bo s enhance employee
engagemen when suppo ed by a clima e o
us , hough hei e ec i eness is mode a ed
by employees‘ pe cep ions o au hen ici y and
anspa ency. P edic i e analy ics, o en used
o iden i y u no e isks and moni o
employee sen imen , allow leade s o
communica e p oac i ely and pe sonalise
in e en ions. Howe e , Sadeghi (2024)
cau ioned ha while AI imp o es e iciency
and educes bias in HR p ocesses, i also aises
conce ns abou ai ness, p i acy, and job
secu i y, which may unde mine e en ion i no
managed esponsibly. Mo eo e , AI-powe ed
communica ion ools, such as au oma ed
no i ica ions and sen imen -analysis
dashboa ds, suppo leade s in main aining
in o ma ion low and esponsi eness. S udies
o cha bo communica ion s yles sugges ha
employees espond mo e posi i ely o AI
when i demons a es empa hy,
an h opomo phism, and pe cei ed compe ence
IJAAR Vol. 6 No. 38 ISSN – 2347-7075
Sheeba Khan & D . Manoj Kulka ni
319
(Zhao e al., 2022). These indings unde sco e
he dual na u e o AI in HR communica ion—
i o e s e iciency and pe sonalisa ion, bu
isks e oding us i pe cei ed as impe sonal
o in usi e.
An eme ging esea ch di ec ion lies in
he in eg a ion o leade ship communica ion
and AI h ough hyb id models. Hyb id
communica ion sys ems combine human
leade ship‘s emo ional, e hical, and
mo i a ional s eng hs wi h he e iciency and
scalabili y o AI ools. Fo ins ance, leade s
may ely on AI dashboa ds o gauge employee
sen imen and u no e isks, while pe sonally
engaging in ela ional communica ion o build
us and commi men . Simila ly, AI cha bo s
can handle ansac ional communica ion,
eeing leade s o ocus on s a egic messaging
and men o ship. A akawa and Yaku a (2024)
in oduced he ―Coaching Copilo ‖ model,
demons a ing how AI cha bo s can augmen
leade ship de elopmen by suppo ing
e lec i e p ac ices, while ecognising AI‘s
limi a ions in nuance and con ex ual
unde s anding. Such hyb id app oaches hold
p omise o s eng hening employee
sa is ac ion and e en ion by le e aging bo h
human empa hy and AI-d i en e iciency.
Howe e , success ul in eg a ion equi es
ca e ul design o ensu e ha AI supplemen s
a he han eplaces human leade ship
communica ion, pa icula ly in sensi i e a eas
such as eedback, e hics, and ision-sha ing.
Despi e g owing li e a u e on
leade ship communica ion and inc easing
schola ship on AI in HR, no able gaps emain.
Much o he exis ing esea ch examines
leade ship s yles o AI ools in isola ion, wi h
limi ed a en ion gi en o hei in e sec ion and
i s implica ions o e en ion. Few empi ical
s udies ha e explo ed how hyb id models o
human leade ship communica ion augmen ed
by AI di ec ly in luence us , sa is ac ion, and
commi men , which a e c ucial o e en ion.
E hical conside a ions such as anspa ency,
ai ness, and p i acy in AI-media ed
communica ion a e also unde explo ed, e en
hough hey signi ican ly impac us .
Fu he mo e, mos s udies adop c oss-
sec ional designs, limi ing he abili y o assess
how leade ship communica ion and AI
in eg a ion a ec e en ion o e ime. Finally,
cul u al and con ex ual ac o s a e a ely
inco po a ed, despi e hei impo ance in
shaping accep ance o AI ools and leade ship
communica ion s yles ac oss di e se
wo k o ces. Add essing hese gaps o e s
oppo uni ies o ad ancing bo h heo y and
p ac ice in leade ship and HRM.
Thus, leade ship communica ion
heo ies— ans o ma ional, se an , and
e hical—emphasise communica i e
beha iou s ha os e job sa is ac ion, us ,
and commi men , he eby enhancing employee
e en ion. AI in HR in oduces new ools, such
as cha bo s, analy ics, and communica ion
agen s, ha eshape how leade s in e ac wi h
employees. The in eg a ion o AI wi h
leade ship communica ion h ough hyb id
models p esen s p omising ye unde explo ed
a enues o s eng hening e en ion. Fu u e
esea ch should ocus on empi ically
examining hese in e sec ions, add essing
e hical conce ns, and conside ing cul u al
con ex s o be e unde s and how leade ship
communica ion and AI oge he in luence
employee e en ion in he con empo a y
wo kplace.
Concep ual F amewo k And De elopmen
O Hypo heses:
Employee e en ion emains a p essing
conce n o o ganisa ions, pa icula ly in
con ex s whe e skilled alen is sca ce and
compe i ion is in ense. Leade ship
communica ion has been consis en ly
IJAAR Vol. 6 No. 38 ISSN – 2347-7075
Sheeba Khan & D . Manoj Kulka ni
320
iden i ied as a cen al ac o shaping employee
a i udes and beha iou s ha ul ima ely
in luence e en ion. The p esen s udy builds a
concep ual amewo k ha explains he
pa hways h ough which leade ship
communica ion a ec s employee e en ion
in en ion, inco po a ing bo h media ing and
mode a ing a iables ele an o con empo a y
o ganisa ional con ex s.
Leade ship Communica ion as he
Independen Va iable:
Leade ship communica ion, he
independen a iable in his amewo k, e e s
o he cla i y, anspa ency, equency, and
esponsi eness wi h which leade s in e ac
wi h hei employees. E ec i e
communica ion helps leade s con ey ision,
a icula e expec a ions, and p o ide
cons uc i e eedback, which collec i ely
os e a sense o belonging and loyal y among
employees. P io s udies demons a e ha
when employees pe cei e hei leade s as
e ec i e communica o s, hey a e mo e
sa is ied, engaged, and commi ed, educing
hei in en ion o lea e he o ganisa ion (Tian
e al., 2020; Tu e al., 2022).
Employee Engagemen and T us in
Leade ship as Media o s:
The model in eg a es employee
engagemen and us in leade ship as
media ing mechanisms h ough which
leade ship communica ion in luences e en ion
in en ions. Employee engagemen is a
psychological s a e cha ac e ised by igou ,
dedica ion, and abso p ion in one‘s wo k
(Schau eli, 2017). Leade s who communica e
au hen ically and suppo i ely inspi e
employees o in es g ea e ene gy and
en husiasm in hei oles, which ansla es in o
s onge in en ions o emain wi h he
o ganisa ion. T us in leade ship, de ined as
employees‘ belie in he compe ence, in eg i y,
and bene olence o hei leade s, is simila ly
ein o ced by anspa en and e hical
communica ion. When us is es ablished,
employees pe cei e less isk in s aying wi h
he o ganisa ion, leading o highe e en ion
in en ions (Newman e al., 2020). Toge he ,
hese media o s ep esen he ela ional and
mo i a ional pa hways h ough which
leade ship communica ion exe s i s impac .
Employee Re en ion In en ion as he
Dependen Va iable:
The dependen a iable, employee
e en ion in en ion, e lec s employees‘ sel -
epo ed likelihood o emaining wi h hei
cu en o ganisa ion. Re en ion in en ion
se es as a p oximal p edic o o ac ual
u no e beha iou and is shaped by bo h job-
ela ed and ela ional ac o s. E ec i e
communica ion om leade s os e s posi i e
pe cep ions o he wo kplace, he eby
inc easing employees‘ desi e o con inue hei
enu e (Sousa & an Die endonck, 2021).
AI-Enabled Communica ion Tools as he
Mode a o :
The amewo k also acknowledges he
g owing ole o echnology by inco po a ing
AI-enabled communica ion ools as a
mode a ing a iable. AI-d i en cha bo s,
sen imen -analysis sys ems, and au oma ed HR
communica ion pla o ms a e inc easingly
in eg a ed in o o ganisa ional communica ion
p ocesses. These ools can enhance leade s‘
abili y o deli e imely, pe sonalised, and
esponsi e communica ion. When e ec i ely
u ilised, AI-enabled ools may ampli y he
posi i e in luence o leade ship
communica ion on e en ion in en ions by
inc easing accessibili y and esponsi eness
(Du a e al., 2022). Con e sely, i employees
pe cei e AI communica ion as impe sonal o
lacking anspa ency, he mode a ing e ec
may weaken us and educe he bene i s o
leade ship communica ion.
IJAAR Vol. 6 No. 38 ISSN – 2347-7075
Sheeba Khan & D . Manoj Kulka ni
321
Hypo heses De elopmen :
D awing om his amewo k, he s udy
p oposes he ollowing hypo heses:
1. H1: Leade ship communica ion has a
signi ican posi i e e ec on employee
e en ion in en ion.
2. H2: Employee engagemen media es
he ela ionship be ween leade ship
communica ion and employee
e en ion in en ion.
Me hodology:
This s udy employs a quan i a i e
esea ch design o in es iga e he e ec o
leade ship communica ion on employee
e en ion in en ion, conside ing employee
engagemen as a media ing a iable. P ima y
da a we e collec ed h ough a s uc u ed
ques ionnai e adminis e ed o employees
ac oss a ious sec o s including in o ma ion
echnology, manu ac u ing, e ail, and
se ices. The a ge popula ion consis ed o
p o essionals wi h a leas one yea o enu e
unde a di ec supe iso , ensu ing hei abili y
o meaning ully assess leade ship
communica ion and e en ion- ela ed
pe cep ions. A sample size o 303 esponden s
was achie ed, which is adequa e o S uc u al
Equa ion Modeling (SEM) and ensu es obus
s a is ical alidi y. The ques ionnai e
comp ised ou sec ions: demog aphic de ails,
leade ship communica ion (six i ems on
cla i y, anspa ency, and eedback), employee
engagemen (six i ems co e ing igou ,
dedica ion, and abso p ion), and employee
e en ion in en ion ( h ee i ems e lec ing
likelihood o s aying wi h he o ganisa ion).
All i ems we e measu ed using a se en-poin
Like scale anging om 1 (s ongly disag ee)
o 7 (s ongly ag ee), wi h e e se-coded i ems
included o educe bias. The i ems we e
adap ed om alida ed scales used in p io
empi ical s udies, he eby enhancing cons uc
alidi y and eliabili y.
The collec ed da a we e analysed
using Sma PLS 4.0, applying S uc u al
Equa ion Modeling (SEM) echniques o
alida e he hypo heses. Desc ip i e s a is ics
we e gene a ed o summa ise he demog aphic
p o ile o esponden s, and C onbach‘s alpha
was compu ed o es he eliabili y o he
cons uc s. SEM was used o simul aneously
es he measu emen model and he s uc u al
model. The measu emen model assessed he
alidi y and eliabili y o cons uc s h ough
ac o loadings, composi e eliabili y, and
a e age a iance ex ac ed (AVE). The
s uc u al model was hen applied o examine
hypo hesised ela ionships. H1 ( he di ec
e ec o leade ship communica ion on
employee e en ion in en ion) and H2 ( he
media ing ole o employee engagemen ) we e
alida ed using pa h coe icien s,
boo s apping p ocedu es, and signi icance
es ing a he 0.05 le el. The use o Sma PLS
4.0 ensu ed obus analysis o media ion
e ec s while accommoda ing he mode a e
sample size. E hical conside a ions such as
anonymi y, con iden iali y, and in o med
consen we e s ic ly ollowed du ing da a
collec ion. This me hodology enables igo ous
and comp ehensi e alida ion o he
concep ual amewo k, o e ing insigh s in o
bo h di ec and media ed pa hways linking
leade ship communica ion wi h employee
e en ion in en ions.
IJAAR Vol. 6 No. 38 ISSN – 2347-7075
Sheeba Khan & D . Manoj Kulka ni
322
Da a Analysis and Resul s:
Table 1: Demog aphic P o ile o Responden s
Ca ego y
Subca ego y
F equency
Pe cen
Age
20–29
90
29.70
30–39
110
36.30
40–49
60
19.80
50–59
30
9.90
60+
13
4.29
Gende
Male
175
57.76
Female
120
39.60
P e e no o say
8
2.64
Tenu e
<1 yea
40
13.20
1–3 yea s
95
31.35
4–6 yea s
80
26.40
7–10 yea s
55
18.15
11+ yea s
33
10.89
Job Le el
En y-le el
85
28.05
Supe iso /Team lead
70
23.10
Middle managemen
80
26.40
Senio managemen
50
16.50
Execu i e
18
5.94
The demog aphic p o ile indica es ha
he esponden s a e p edominan ly young o
mid-ca ee p o essionals. A majo i y o
employees all wi hin he 30–39 yea s age
g oup (36.30%), ollowed by hose aged 20–
29 yea s (29.70%), sugges ing ha he sample
is la gely composed o millennials and ea ly
Gene a ion X employees who a e ac i e in he
wo k o ce and mo e likely o ace ca ee
mobili y decisions. Responden s aged 40–49
yea s cons i u e 19.80%, while hose aged 50–
59 yea s (9.90%) and 60 yea s and abo e
(4.29%) ep esen a smalle sha e, highligh ing
ela i ely lowe pa icipa ion om la e-ca ee
p o essionals. In e ms o gende dis ibu ion,
males accoun o 57.76% o he sample, while
emales make up 39.60%, indica ing a male-
domina ed wo k o ce wi h a signi ican emale
ep esen a ion. A small p opo ion o
esponden s (2.64%) p e e ed no o disclose
hei gende , ensu ing inclusi i y in he
da ase .
Employmen enu e dis ibu ion
e eals ha mos esponden s ha e 1–3 yea s
o expe ience (31.35%), ollowed by hose
wi h 4–6 yea s (26.40%), which indica es ha
he sample cap u es employees in ea ly o mid-
enu e phases whe e e en ion conce ns a e
o en mos c i ical. Abou 18.15% o
esponden s epo ed a enu e o 7–10 yea s,
while 13.20% had less han one yea o
expe ience, and only 10.89% had been wi h
hei o ganisa ion o o e 11 yea s. This
shows a balanced ep esen a ion ac oss
di e en ca ee s ages, wi h a concen a ion o
ea ly- enu e employees. Rega ding job le els,
he dis ibu ion is ela i ely e en, wi h en y-
le el (28.05%) and middle managemen
(26.40%) o ming he la ges g oups, ollowed
by supe iso s/ eam leads (23.10%). Senio -
le el oles such as senio managemen
(16.50%) and execu i es (5.94%) a e less
ep esen ed, e lec ing ypical o ganisa ional
s uc u es whe e highe posi ions a e ewe .
O e all, he demog aphic p o ile e lec s a
di e se sample ha e ec i ely ep esen s
di e en age g oups, gende s, ca ee s ages,
and job le els, making i sui able o analysing
leade ship communica ion and e en ion
dynamics.
IJAAR Vol. 6 No. 38 ISSN – 2347-7075
Sheeba Khan & D . Manoj Kulka ni
323
Table 2: Cons uc Reliabili y and Validi y
C onbach's
alpha
Composi e
eliabili y
( ho_a)
Composi e
eliabili y
( ho_c)
A e age a iance
ex ac ed (AVE)
Employee
_Engagemen
0.876
0.905
0.907
0.627
Employee _Re en ion
_In en ion
0.720
0.811
0.838
0.636
Leade ship
_Communica ion
0.923
0.933
0.941
0.727
The esul s o cons uc eliabili y and
alidi y p esen ed in Table 2 indica e ha all
h ee cons uc s—employee engagemen ,
employee e en ion in en ion, and leade ship
communica ion—demons a e s ong in e nal
consis ency and con e gen alidi y.
C onbach‘s alpha alues ange om 0.720 o
0.923, all abo e he accep able h eshold o
0.70, con i ming eliabili y. Simila ly,
composi e eliabili y (bo h ho_a and ho_c)
alues o all cons uc s exceed 0.80, u he
a i ming he obus ness o he measu emen
scales. The A e age Va iance Ex ac ed
(AVE) alues a e also well abo e he
ecommended minimum o 0.50, wi h
employee engagemen a 0.627, employee
e en ion in en ion a 0.636, and leade ship
communica ion a 0.727, indica ing ha a
subs an ial p opo ion o a iance in he
indica o s is explained by he unde lying
cons uc s. These esul s collec i ely con i m
ha he measu emen model is bo h eliable
and alid, making i app op ia e o u he
s uc u al equa ion modeling (SEM) analysis.
Table 3: Disc iminan Validi y – HTMT
Employee
_Engagemen
Employee _Re en ion
_In en ion
Leade ship
_Communica ion
Employee _Engagemen
Employee _Re en ion
_In en ion
0.611
Leade ship
_Communica ion
0.838
0.577
The HTMT esul s in Table 3 con i m
ha disc iminan alidi y is es ablished among
he cons uc s, as all alues all below he
ecommended h eshold o 0.90. The HTMT
a io be ween employee engagemen and
employee e en ion in en ion is 0.611,
sugges ing a mode a e ela ionship while
main aining su icien dis inc ion be ween he
wo cons uc s. Simila ly, he HTMT alue
be ween leade ship communica ion and
employee e en ion in en ion is 0.577,
indica ing a mode a e bu dis inc associa ion.
The highes HTMT a io is obse ed be ween
leade ship communica ion and employee
engagemen (0.838), e lec ing a s ong
ela ionship bu s ill wi hin accep able limi s,
ensu ing ha he cons uc s measu e di e en
concep ual domains.
IJAAR Vol. 6 No. 38 ISSN – 2347-7075
Sheeba Khan & D . Manoj Kulka ni
324
Table 4: Disc iminan alidi y – Fo nell-Lacke C i e ion
Employee
_Engagemen
Employee _Re en ion
_In en ion
Leade ship
_Communica ion
Employee _Engagemen
0.792
Employee _Re en ion _In en ion
0.539
0.797
Leade ship _Communica ion
0.771
0.501
0.853
The Fo nell-La cke c i e ion esul s
in Table 4 indica e ha disc iminan alidi y is
sa is ac o ily es ablished among he cons uc s.
The diagonal alues, ep esen ing he squa e
oo o he AVE o each cons uc —employee
engagemen (0.792), employee e en ion
in en ion (0.797), and leade ship
communica ion (0.853)—a e highe han he
co esponding o -diagonal co ela ions,
demons a ing ha each cons uc sha es mo e
a iance wi h i s own indica o s han wi h
o he cons uc s. Speci ically, he co ela ions
be ween employee engagemen and employee
e en ion in en ion (0.539), leade ship
communica ion and employee e en ion
in en ion (0.501), and leade ship
communica ion and employee engagemen
(0.771) a e all lowe han hei espec i e
diagonal alues. These esul s con i m ha he
cons uc s a e concep ually and empi ically
dis inc , alida ing he measu emen model
and suppo ing i s sui abili y o subsequen
s uc u al equa ion modeling analysis.
Table 5: Pa h Coe icien
Pa h coe icien s
Employee _Engagemen -> Employee _Re en ion _In en ion
0.378
Leade ship _Communica ion -> Employee _Engagemen
0.771
Leade ship _Communica ion -> Employee _Re en ion _In en ion
0.210
The pa h coe icien esul s in Table 5
indica e he s eng h and di ec ion o he
ela ionships among he cons uc s in he
s uc u al model. Leade ship communica ion
has a s ong posi i e e ec on employee
engagemen (β = 0.771), sugges ing ha
e ec i e communica ion by leade s
subs an ially enhances employees‘
engagemen le els. Employee engagemen , in
u n, exhibi s a mode a e posi i e e ec on
employee e en ion in en ion (β = 0.378),
indica ing ha highe engagemen ansla es
in o a g ea e likelihood o employees
emaining wi h he o ganisa ion. The di ec
e ec o leade ship communica ion on
employee e en ion in en ion is posi i e bu
ela i ely weake (β = 0.210), implying ha
while leade ship communica ion in luences
e en ion di ec ly, a signi ican po ion o i s
impac is ansmi ed indi ec ly h ough
employee engagemen . These esul s
collec i ely suppo he hypo hesised media ed
ela ionship wi hin he concep ual amewo k.
Table 6: Model Fi
Sa u a ed model
Es ima ed model
SRMR
0.075
0.075
d_ULS
0.674
0.674
d_G
0.307
0.307
Chi-squa e
517.536
517.536
NFI
0.841
0.841
