Fostering Work Engagement: The Effects of Reverse Mentoring and Knowledge Sharing

ABSTRACT Work engagement is crucial for organisational success, yet many organisations struggle with low engagement rates. Previous research hints at a potential link between reverse mentoring and work engagement, prompting a deeper investigation into this relationship. Drawing from the Job Demands‐Resources (JD‐R) framework and Social Exchange Theory (SET), this study examines the impact of reverse mentoring on work engagement, with knowledge sharing as a mediating factor and self‐efficacy and perceived organisational support as moderators. Through a survey of 340 middle managers across 10 multinational corporations in Sri Lanka, the study reveals significant effects between reverse mentoring and work engagement, with knowledge sharing playing a crucial mediating role. Additionally, the study demonstrates the moderating influences of self‐efficacy and perceived organisational support on work engagement and knowledge sharing, thus contributing novel insights to the existing literature in the shade of JD‐R and SET perspectives.