The role of work engagement and autotelic personality in the effect of perceived leadership style on task performance

The aim of this study is to examine the relationship between perceived leadership style and task performance, and to reveal the role of autotelic personality and involvement in this relationship, which is widely researched today led by positive psychology. In order to determine the interactions of these variables with each other, hypotheses were developed in line with the theoretical surveys for the research and a research model was created. The research model, which was created within the scope of the research variables, was tested by collecting data from a sample group of 508 employees with the survey method. Correlation, confirmatory factor and regression analyzes were performed using SPSS 25.0, PROCESS 4.0 and AMOS 20.0 software. The theoretical model put forward within the scope of this research has been tested with empirical research. When the research is evaluated; The effect of perceived leadership style on task performance and retention is significant and positive, and the effect of retention on task performance is also significant and positive. Retention has a partial mediating role in the effect of perceived leadership style on task performance. Although it was stated in the literature review that the autotelic personality could play a positive moderator role between the perceived leadership style and being hired, and in the effect of being hired on task performance, it was seen as a result of the analyzes that the autotelic personality did not have a moderator role in the results of the research. It is believed that the findings obtained in this context will fill an important theoretical gap in the literature and will provide useful new perspectives to researchers, managers, employees and practitioners.