Managing up and role ambiguity: the impact on work engagement and the moderating effect of conscientiousness

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Managing up is negatively related to ambiguity and role ambiguity is negatively related to work engagement. Managing up is positively related to work engagement via reduced role ambiguity and this indirect effect is higher for conscientious employees. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.