Employees’ psychological empowerment and performance: how customer feedback substitutes for leadership

2018 ◽  
Vol 32 (7) ◽  
pp. 868-879 ◽  
Author(s):  
Sylvie Guerrero ◽  
Denis Chênevert ◽  
Christian Vandenberghe ◽  
Michel Tremblay ◽  
Ahmed Khalil Ben Ayed
Keyword(s):  
Transformational Leadership ◽  
Task Performance ◽  
Positive Feedback ◽  
Psychological Empowerment ◽  
Positive Impact ◽  
Frontline Employees ◽  
Content Type ◽  
Customer Feedback ◽  
Substitutes For Leadership ◽  
And Task

Purpose Relying on the theories of substitutes for leadership and psychological empowerment, this study aims to explore how perceptions of customer positive feedback can substitute for managers’ transformational leadership in driving frontline employees’ psychological empowerment and, in turn, task performance. Design/methodology/approach The authors tested the research hypotheses with frontline employees working in 17 equipment rental stores. Employees completed a questionnaire about customer positive feedback, transformational leadership and psychological empowerment, and supervisors completed a separate questionnaire about employees’ task performance. A total of 178 employee-supervisor dyads formed the final sample of the study. Findings The results provided support for our hypotheses. Psychological empowerment fully mediated the relationship between transformational leadership and task performance. Moreover, customer positive feedback moderated the indirect relationship between transformational leadership and task performance such that it was significant and positive only when customer feedback was low. Originality/value This paper contributes to the service marketing literature by showing that customer positive feedback can substitute for managers’ leadership in helping frontline employees feeling more in control of their work and psychologically empowered. Another useful contribution for practitioners is that customers may have a positive impact on frontline employees’ motivation state, which past research has little explored.

The mediating effect of psychological empowerment on leadership styles and task performance of academic staff

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sylvia Nabila Azwa Ambad ◽  
Khairiah Mazdiah Kalimin ◽  
Dayang Haryani Diana Ag Damit ◽  
Jasmine Vivienne Andrew
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Task Performance ◽  
Transactional Leadership ◽  
Predictive Accuracy ◽  
Psychological Empowerment ◽  
Academic Staff ◽  
Mediating Effect ◽  
Content Type ◽  
And Task

PurposeThe purpose of this research is to identify the effect of transformational leadership and transactional leadership on task performance, as well as the mediating role of psychological empowerment.Design/methodology/approachA questionnaire survey was sent to 177 academic staff in a Public University in Malaysia. The data were analysed using SmartPLS 3.2.9.FindingsThe results show that only psychological empowerment is positively associated with task performance. Unexpectedly, transformational leadership and transactional leadership have no direct effect on task performance. However, there is an indirect positive relationship between leadership styles and task performance, whereby this relationship is mediated by psychological empowerment. Furthermore, both leadership styles positively influenced psychological empowerment.Research limitations/implicationsThis study was conducted among academicians from Public Universities in Malaysia using two types of leadership styles. Therefore, it is recommended for future study to include academician from private universities and also to consider more leadership styles dimensions. The finding of this study shows that R2 was 35.3% for psychological empowerment; according to Cohen (1988), this percentage indicates substantial predictive accuracy in explaining psychological empowerment. Nevertheless, it would be interesting to explore other factors.Practical implicationsEmpowered employees were highly responsible, put extra work effort and creative in doing their jobs, which tends to increase their performance at work. It is also found that psychological empowerment has the highest and largest effect, contributing to task performance (f2 = 0.389).Originality/valueThe inconsistencies of the previous studies' results provide evidence and opportunities for this study to review by including the mediating variable of leadership styles and task performance relationship.

Transformational leadership and psychological empowerment

2014 ◽  
Vol 3 (1) ◽  
pp. 18-35 ◽  
Author(s):  
Sumi Jha
Keyword(s):  
Transformational Leadership ◽  
Cultural Change ◽  
Organizational Citizenship Behavior ◽  
Psychological Empowerment ◽  
Moderating Effect ◽  
Theoretical Development ◽  
Citizenship Behavior ◽  
Frontline Employees ◽  
Content Type ◽  
Program Leaders

Purpose – The purpose of this paper is to understand various antecedents of organizational citizenship behavior (OCB). Transformational leadership and psychological empowerment were two independent variables chosen for the study. Design/methodology/approach – Standard questionnaires were used to collect data. The sample of 319 employees of different five-star hotels formed the source of data. Frontline employees having two to three subordinates and were from hotels which were in operation at least since last two years, took part in the study. Findings – The effect of transformational leadership on OCB has been found to be significant and positive. The moderating effect of psychological empowerment on OCB was also found significant. Research limitations/implications – The theoretical development from this paper will contribute toward understanding the antecedents of OCB. The moderating effect of psychological empowerment will reinforce the importance of psychological empowerment. Practical implications – It can develop practices to enhance the feeling of psychological empowerment through several training program. Leaders at the top positions shall emphasize on OCB by bringing cultural change. Originality/value – This paper probes the OCB's antecedents. It also studied the moderating effect of psychological empowerment on the relationship of transformational leadership and OCB.

Transformational leadership and positive work outcomes

2018 ◽  
Vol 21 (4) ◽  
pp. 315-327 ◽  
Author(s):  
Ankur Nandedkar ◽  
Roger S. Brown
Keyword(s):  
Transformational Leadership ◽  
Distributive Justice ◽  
Task Performance ◽  
Social Exchange ◽  
Organizational Citizenship Behavior ◽  
Theory And Practice ◽  
Work Outcomes ◽  
Content Type ◽  
Positive Work ◽  
And Task

Purpose A significant amount of research has examined the relationship between transformational leadership and positive follower outcomes such as organizational citizenship behavior (OCB) and task performance. Building on the social exchange theory and referent cognitions theory, this paper explores the propositions that transformational leadership, OCB and task performance relationship are mediated by leader member exchange (LMX) and distributive justice. The purpose of this paper is to explore the underlying mechanism that has a potential to influence the transformational leadership and follower outcomes relationship. The authors also discuss the implications for management theory and practice. Design/methodology/approach The primary goal of the research is theory building, so the paper is using a conceptual research design. Findings The authors find the assumption that the supervisors evaluate the performance of their employees and the performance evaluation has a strong influence on the allocation of rewards to be reasonable. Despite being reasonable, in some circumstances, the rewards allocation maybe dictated by upper management or the HR department; thus, the authors will need to gather a few more details in the survey to address this limitation. Originality/value This study presents a research model which emphasizes on the role of LMX and distributive justice in the linkage of transformational leadership and positive work outcomes. More specifically, the authors argue that follower outcomes such as OCB and task performance are a result of not only the high-quality LMX between transformational leaders and followers but also the distributive justice perceptions of followers.

scholarly journals Analysis of the Mediating Role of Psychological Empowerment in Perceived Trust and Work Performance

2021 ◽  
Author(s):  
Xiaoli Liu ◽  
Xiaopeng Ren
Keyword(s):  
Task Performance ◽  
Information Disclosure ◽  
Work Performance ◽  
Psychological Empowerment ◽  
Positive Impact ◽  
Perceived Trust ◽  
Mediating Role ◽  
Relationship Performance ◽  
And Task

As a potential motivation, psychological empowerment stimulates employees' work behaviors, and it determines the degree of effort and duration of employees' work. Only when employees are psychologically empowered, will they have an impact on their behavior when they believe that they are trusted. This paper chose to set the independent variable as the employee's perceived trust and the dependent variable as the company's work performance, and explored the mediating role of psychological empowerment in the two. The psychological empowerment of employees had a positive impact on work performance. Employees with high psychological empowerment tended to be proactive in their work, and had more input in the work, which in turn encouraged employees to have higher work performance. The four dimensions of psychological empowerment can positively affect employee task performance, and the ability and influence of psychological empowerment had a positive impact on relationship performance. Psychological empowerment as a whole perception played a part of the mediating role between the perception of superior dependency and task performance, and it played a part of the mediating role between perception of superior dependency and relationship performance. As a whole perception, psychological empowerment played a part of mediating role between perceived information disclosure and task performance, and part of mediating role between perceived information disclosure and relationship performance. In the study of perceived trust and work performance, this article focused on the mediating role of psychological empowerment, and further understood the internal mechanism of perceived trust.

scholarly journals Analysis of the Mediating Role of Psychological Empowerment in Perceived Trust and Work Performance

2021 ◽  
Author(s):  
Xiaoli LIU ◽  
Xiaopeng REN
Keyword(s):  
Task Performance ◽  
Information Disclosure ◽  
Work Performance ◽  
Psychological Empowerment ◽  
Positive Impact ◽  
Perceived Trust ◽  
Mediating Role ◽  
Relationship Performance ◽  
And Task

Abstract As a potential motivation, psychological empowerment stimulates employees' work behaviors, and it determines the degree of effort and duration of employees' work. Only when employees are psychologically empowered, will they have an impact on their behavior when they believe that they are trusted. This paper chose to set the independent variable as the employee's perceived trust and the dependent variable as the company's work performance, and explored the mediating role of psychological empowerment in the two. The psychological empowerment of employees had a positive impact on work performance. Employees with high psychological empowerment tended to be proactive in their work, and had more input in the work, which in turn encouraged employees to have higher work performance. The four dimensions of psychological empowerment can positively affect employee task performance, and the ability and influence of psychological empowerment had a positive impact on relationship performance. Psychological empowerment as a whole perception played a part of the mediating role between the perception of superior dependency and task performance, and it played a part of the mediating role between perception of superior dependency and relationship performance. As a whole perception, psychological empowerment played a part of mediating role between perceived information disclosure and task performance, and part of mediating role between perceived information disclosure and relationship performance. In the study of perceived trust and work performance, this article focused on the mediating role of psychological empowerment, and further understood the internal mechanism of perceived trust.

Role of burnout on job level, job satisfaction, and task performance

2017 ◽  
Vol 38 (5) ◽  
pp. 630-645 ◽  
Author(s):  
Won Ho Kim ◽  
Young-An Ra ◽  
Jong Gyu Park ◽  
Bora Kwon
Keyword(s):  
Job Satisfaction ◽  
Task Performance ◽  
Organizational Context ◽  
Content Type ◽  
Job Level ◽  
Mediating Role ◽  
Final Sample ◽  
The Relationship ◽  
And Task

Purpose The purpose of this paper is to examine the mediating role of burnout (i.e. exhaustion, cynicism, professional inefficacy) in the relationship between job level and job satisfaction as well as between job level and task performance. Design/methodology/approach The final sample included 342 Korean workers from selected companies. The authors employed the Hayes (2013) PROCESS tool for analyzing the data. Findings The results showed that all three subscales of burnout (i.e. exhaustion, cynicism, professional inefficacy) mediate the relationship between job level and job satisfaction. However, only two mediators (i.e. cynicism, professional inefficacy) indicated the mediating effects on the association between job level and task performance. Originality/value This research presented the role of burnout on the relationships between job level, job satisfaction, and task performance especially in South Korean organizational context. In addition to role of burnout, findings should prove helpful in improving job satisfaction and task performance. The authors provide implications and limitations of the findings.

Explanation information and source in service recovery initiatives

2014 ◽  
Vol 28 (4) ◽  
pp. 311-318 ◽  
Author(s):  
Thomas Baker ◽  
Tracy Meyer
Keyword(s):  
Source Credibility ◽  
Positive Impact ◽  
Service Failure ◽  
Empirical Studies ◽  
Service Recovery ◽  
Positive Outcome ◽  
Frontline Employees ◽  
Full Account ◽  
Content Type ◽  
Service Failure And Recovery

Purpose – The purpose of this paper is to specifically consider two interactional aspects that are likely to contribute to the success of an explanation of why a service failed: the adequacy of information provided and role of the person providing the information. Design/methodology/approach – Two empirical studies were conducted using a between-subjects 2 (information: low vs high) × 2 (employee: frontline vs manager) experimental design. The first study was designed to better understand when the information provided might have a more positive impact on the customer. The second study was conducted to understand why the effects exist. Findings – In Study 1, an interaction effect was seen that suggests that the most positive outcome is when the manager (vs the frontline employee) provides a full explanation (vs limited explanation) of the mishap. Results from Study 2 indicate that source credibility is in play. Research limitations/implications – Participants were asked to respond to service failure and recovery scenarios using the same service context. The means of the outcome variables suggest that the recovery effort could be improved upon with other methods. Practical implications – Contrary to suggestions that frontline employees be responsible to resolve service failures, our studies reveal that service recovery initiatives involving an explanation only are best received when the manager provides the customer a full account of what went wrong. Originality/value – This research provides empirical evidence of when and why more information regarding the cause of a service failure is most positively received by the customer.

Does employee willingness to take risks affect customer loyalty? A moderated mediation examination of innovative behaviors and decentralization

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohd Ahmad Al-Hawari ◽  
Shaker Bani-Melhem ◽  
Faridahwati Mohd. Shamsudin
Keyword(s):  
Personality Traits ◽  
Customer Loyalty ◽  
Structural Equation ◽  
Positive Impact ◽  
Equation Modeling ◽  
Frontline Employees ◽  
Content Type ◽  
Mediating Role ◽  
Hotel Managers ◽  
Innovative Behaviors

Purpose This study aims to build on the trait activation and interactionist perspective theories to investigate the effect of frontline employees’ (FLEs) willingness to take risks on hotel guest loyalty by assessing the mediating role of their innovative behaviors. It also examines whether decentralization strengthens the positive impact of willingness to take risks on innovative behavior and, subsequently, customer loyalty. Design/methodology/approach The authors collected multilevel data from various sources – hotel FLEs (n = 183), hotel operation managers (n = 46) and hotel guests/customers (n = 266) – from five-star hotels operating in Dubai. Structural equation modeling and PROCESS macro (version 3.5) were used to analyze the data. Findings The findings showed that willingness to take risks indirectly (via innovative behaviors) affects guest/customer loyalty positively. This effect is strengthened when the hotel is decentralized. Practical implications This study provides insight into how hotel managers can foster customer loyalty. More specifically, they can do so by establishing employees’ innovative behaviors triggered by employees’ positive personality traits and by giving employees more autonomy. Originality/value The present study addresses recent calls to investigate the positive impact of FLEs’ personality traits, attitudes and behaviors on customer loyalty.

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