With losses worth billions of dollars,practitioners and academics mutually assert the need to recognize employee engagement as a major global concern for businesses and economies.Gallup and other surveys findings also propose that stakeholder-focused,employee-centered and fairness-laden leadership practices potentially yield employee engagement,while authoritarian and shareholder-focused practices are sources of perceived unfairness and disengagement.Despite that,recent reviews in the micro-CSR theory and research,however,identify a severe paucity of causal theories that integrate antecedents,multiple mediators and outcomes of employee engagement.Of few intervening concepts on the topic in organizational behavior,some studies have attempted to empirically link shareholder values to employee disengagement through autocratic and transactional leadership,and stakeholder values to employee engagement through visionary and transformational leadership.While current empirical models of employee disengagement have failed,the value-centered leadership models of employee engagement are equally limited in scope and quantity.With nascent theory development,no empirical advancement has been made to either validate existing models across different cultures or examine other theoretical supported mediators such as,servant leadership and overall fairness.Built on these knowledge gaps,this study proposed and tested two base-line models in China and the UK.First,the employee disengagement model examined the negative effects of leader shareholder values on employee extra effort through autocratic and transactional leadership,and overall fairness.Data were analyzed from 1037 employee self-reports using structure equation modeling（SEM）,post hoc analyses and slope difference testing.Results indicated that employee associate leader’s shareholder values with autocratic and transactional leadership behaviors,which indirectly（through overall unfairness）reduced employee extra effort.Furthermore,leader shareholder values had insignificant negative impact on employee extra effort through autocratic and transactional leadership across two cultures.As negative perception of leader overall fairness fully mediated the path between leadership and extra effort,the same indirect effects were more strongly endorsed for universal autocratic prototype than transactional leadership in two samples.Although Chinese employees less strongly endorsed the indirect effects,significant variance of endorsement was found for transactional compared to universal autocratic prototype.Additionally,the employee engagement model examined the positive effects of leaders stakeholder/CSR values on employee extra effort through to visionary leadership,servant leadership,overall fairness.Using the same procedures,data analyses of 1084 employee self-reports suggested that employee link leader stakeholder values to visionary and servant leadership behaviors,which both directly and indirectly（through positive overall fairness perception）generate employee extra effort.Moreover,the base-line model was fully accepted in both populations with slightly more significant effect sizes in the UK than China.The indirect effects of stakeholder values through leadership and overall fairness were significant for universal visionary prototype than servant leadership in two countries,but the level of consensus was particularly stronger for universal visionary prototype than servant leadership.Rather than fully mediating the relationship between leadership style and extra effort（e.g.,employee disengagement model）,overall fairness acted as a complementary mecnanism.Given the stated academic and practical significance of employee engagement,the employee disengagement model is a clearly a major theoretical development in micro OB,HRM,I-O psychology,CSR,and management sciences,as it offers the first empirical insight on the precise cognitive mechanism that underpins the detrimental effects of perceived shareholder-focus of autocratic and transactional leaders on employee overall fairness perception and engagement across different cultures.On the other hand,the employee engagement model also makes a noteworthy contribution in the areas stated above,in terms of establishing shareholder values,visionary leadership and transformational leadership a basis of employee beliefs in the relationship between CSR and positive sustainable outcomes.In terms of uniqueness,the study provides empirical support for implicit beliefs about the critical role of overall fairness as a complementary mechanism,as well as validating that role of servant leadership as a micro-foundation of CSR.