Abstract
The present study examines the relationships between meaning in work (MIW) and work engagement (WE), and how leader–member exchange (LMX) moderates these associations among Filipino employees in the education sector. Based on established theories, including Meaning in Work Theory (Steger et al., 2012), Leader–Member Exchange Theory (Graen & Uhl-Bien, 1995), Social Exchange Theory (Blau, 1964), and Self-Determination Theory (Deci & Ryan, 2000), the study proposed that MIW would positively predict WE, and that LMX would strengthen this relationship. A quantitative cross-sectional correlational design was used to collect data from 275 teaching and non-teaching staff in Metro Manila. Participants completed the Work and Meaning Inventory (WAMI), the Leader–Member Exchange Scale (LMX-7), and the Utrecht Work Engagement Scale (UWES-9). MIW positively predicted WE (β = .65, p < .001), explaining 42% of its variance. Moderation analysis showed that LMX significantly moderated the MIW–WE relationship (β = .05, p = .019) and the associations of Positive Meaning (β = .11, p = .031) and Meaning-Making Through Work (β = .15, p = .005) with WE. However, LMX did not moderate the link between Greater Good Motivations and WE (p = .762). These findings indicate that, while meaningful work consistently predicts engagement, the strength of this relationship also depends on the quality of the leader–subordinate relationship, underscoring relational dynamics within Filipino work settings. The study contributes to organizational psychology by clarifying how meaning, engagement, and leader–member relationships interact within a collectivist cultural context.
