Self-Leadership, Employee Engagement, and Job Satisfaction in the Arab World: A Comparative Study Across Four Nations

Abstract

This paper investigates the unique integration of self-leadership, job satisfaction, and employee engagement by examining the impact of self-leadership on job satisfaction and employee engagement. This paper addresses gaps in the existing literature. It also analyzes if the relationships change from one country to another as well as between genders, especially focusing on the Arab region, specifically Lebanon, Egypt, the United Arab Emirates, and Saudi Arabia. The conceptual model is grounded in two theoretical frameworks mainly: Social Exchange Theory (SET) and Role Identity Theory. The findings indicate that self-leadership, employee engagement, and job satisfaction are interrelated for both genders, although some differences were noted among the countries. Discussion is offered regarding the impact of these results on theory and practice, including on organizational and HR practices. Limitations and future studies are discussed.