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.

scholarly journals Transformational leadership and employee outcomes: the mediating role of psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Saira Saira ◽  
Sadia Mansoor ◽  
Muhammad Ali
Keyword(s):  
Transformational Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Psychological Empowerment ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Employee Outcomes ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this study is to empirically test the mediating effect of psychological empowerment in the relationship between transformational leadership and two employee outcomes: organizational citizenship behavior and turnover intention.Design/methodology/approachThe data were collected from 316 employees working in the textile industry to empirically test the proposed model.FindingsThe findings of this study indicate that psychological empowerment mediates the relationship between transformational leadership and both employee outcomes of organizational citizenship behavior and turnover intention.Research limitations/implicationsThis study suggests that organizations aiming to minimize turnover intention among employees should develop a transformational leadership style at the managerial level to enhance psychological empowerment among employees, which, in turn, will also improve organizational citizenship behavior.Originality/valueThis study proposes and tests the indirect effect of transformational leadership on organizational citizenship behavior and turnover intention via psychological empowerment.

How firms can achieve positive employee outcomes

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Willingness To Engage

Purpose Turnover intention remains an issue for many firms but can be effectively reduced if a transformational leadership style is adopted. Psychological empowerment of employees by such leaders helps increase both loyalty to the firm and willingness to engage in organizational citizenship behavior. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Turnover intention remains an issue for many firms but can be effectively reduced if a transformational leadership style is adopted. Psychological empowerment of employees by such leaders helps increase both loyalty to the firm and willingness to engage in organizational citizenship behavior. Originality/value The briefing saves busy executives 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.

Transformational leadership and knowledge sharing

2016 ◽  
Vol 28 (3) ◽  
pp. 130-149 ◽  
Author(s):  
Seung Hyun Han ◽  
Gaeun Seo ◽  
Seung Won Yoon ◽  
Dong-Yeol Yoon
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Structural Determinants ◽  
Content Type

Purpose The purpose of this paper is to empirically examine the fundamental process through which transformational leaders play a significant role in employees’ knowledge sharing by investigating mediating roles of individual affects, particularly psychological empowerment, organizational commitment and organizational citizenship behavior (OCB). Design/methodology/approach Structural equation modeling, including confirmatory factor and path analysis, is conducted to test proposed hypothesis. Findings The results of this study indicate significant direct effects of transformational leadership on psychological empowerment, organizational commitment and OCB. Moreover, transformational leadership also shows an indirect effect on employees’ OCB, which, in turn, is identified as the primary factor that influences knowledge sharing. However, organizational commitment does not provide a significant influence on knowledge sharing. These findings highlight the importance of mediating roles, particularly OCB, to predict employees’ knowledge-sharing intention. Originality/value Identifying structural determinants of knowledge sharing is an important scholarly agenda. In particular, the mechanisms and processes by which leadership exerts influence to motivate employees to share knowledge deserve scholarly inquiry, and there, is a need for more research to understand the mechanisms and processes through which leadership influences individual motivation and attitudes toward pro-social behaviors, such as knowledge sharing.

scholarly journals Interplay of organizational justice, psychological empowerment, organizational citizenship behavior, and job satisfaction in the context of circular economy

2019 ◽  
Vol 57 (4) ◽  
pp. 937-952 ◽  
Author(s):  
Sanjay Kumar Singh ◽  
Ajai Pratap Singh
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Circular Economy ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
Human Aspects

PurposeThe purpose of this paper is twofold: first, to examine relevant organizational “human” aspects that support circular economy (CE); and second, to investigate the influence of perception of organizational justice (OJ), psychological empowerment on job satisfaction (JS) through mediating role of organizational citizenship behavior (OCB).Design/methodology/approachThe study used survey questionnaire. The data were statistically analyzed using structural equation modeling (SEM) to test hypotheses of the study.FindingsOJ positively and significantly influences psychological empowerment. Also, it was found that OCB and psychological empowerment to positively and significantly influence JS. Furthermore, OCB positively and significantly mediates the influence of OJ and psychological empowerment on JS.Practical implicationsEmployees should be provided with fair and empowering environment to derive positive outcomes in terms of organizational citizenship behavior and JS. The study also suggests recognizing the importance of OCB in an organization to enhance JS and support CE.Originality/valueThe study presents empirical evidence in Indian context on how to encourage employees to display voluntary job behaviors and keep them job satisfied.

Using the social exchange theory to explore the employee-organization relationship in the hospitality industry

2021 ◽  
Vol 33 (2) ◽  
pp. 670-692
Author(s):  
Jessica Vieira de Souza Meira ◽  
Murat Hancer
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Content Type ◽  
The Social ◽  
Service Oriented

Purpose This research developed a conceptual model for the hospitality industry based on the employee-organization relationship using the social exchange theory as the theoretical framework. This study aims to consider perceived organizational support as the psychological empowerment antecedent, while work engagement and service-oriented organizational citizenship behavior were considered as its outcome. This study also tested psychological empowerment as a mediator of these relationships. Design/methodology/approach Data were gathered from a sample of frontline hotel employees and analyzed through partial least squares structural equation modeling. A total of 242 completed and validated questionnaires were used for the analysis. Findings Perceived organizational support had a significant relationship with psychological empowerment (through meaning, competence, self-determination and impact), which also had a significant relationship with work engagement (through meaning and impact) and service-oriented organizational citizenship behavior (through meaning, self-determination and impact). Psychological empowerment partially mediated the relationship between perceived organizational support with work engagement and service-oriented organizational citizenship behavior. Originality/value Although psychological empowerment is receiving further empirical attention in the hospitality field, little is known about its antecedents and outcomes. Hence, this research extends previous studies using the social exchange theory to fill these literature gaps and create a conceptual model for the hospitality industry based on the employee-organization relationship.

The effects of perceived authentic leadership and core self-evaluations on organizational citizenship behavior

2017 ◽  
Vol 38 (3) ◽  
pp. 463-481 ◽  
Author(s):  
Baek-Kyoo Joo ◽  
Sung Jun Jo
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Personality Factor ◽  
Content Type ◽  
Core Self ◽  
The Relationship

Purpose The purpose of this paper is to investigate the effect of the perceived authentic leadership of supervisors and employees’ core self-evaluations on their organizational citizenship behavior (OCB) and to examine the role of psychological empowerment as a partial mediator of those relationships. Design/methodology/approach A cross-sectional survey was used to obtain individual perceptions from employees working in one of the biggest companies in Korea. Data from 374 samples was analyzed. Construct validity of each measurement model is examined using confirmatory factor analysis and the hypothesized structural model is tested by structural equation modeling. Findings The authors found that perceived authentic leadership, core self-evaluation, and employees’ psychological empowerment had significant impact on employees’ OCB, accounting for 58 percent of the variance in OCB. In addition, 54 percent of the variance in psychological empowerment was explained by authentic leadership and core self-evaluations, partially mediating the relationship between authentic leadership and OCB and the relationship between core self-evaluations and OCB. Originality/value Positivity is instrumental in driving intrinsic motivation for work and voluntary devotion to colleagues and organizations. This study contributed to the emerging research branch of management and organizational psychology such as positive organization scholarship and positive organizational behavior by exploring the relationship among the relevant constructs. More specifically, the authors found that positive contextual factor (i.e. authentic leadership), positive personality factor (i.e. core self-evaluations), and positive work experience (i.e. psychological empowerment) do have positive influence on employees’ extra-role performance (i.e. OCB).

The relationship between work characteristics and change-oriented organizational citizenship behavior

2017 ◽  
Vol 46 (8) ◽  
pp. 1890-1914 ◽  
Author(s):  
Rui-Hsin Kao
Keyword(s):  
Transformational Leadership ◽  
Organizational Climate ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Self Efficacy ◽  
Citizenship Behavior ◽  
Outcome Variable ◽  
Work Characteristics ◽  
Content Type ◽  
Individual Basis

Purpose Improving employees’ change-oriented organizational citizenship behavior (OCB) is important because of the work content and service nature of the National Immigration Agency (NIA). The purpose of this paper, which targeted immigration workers using the work design model (knowledge oriented), leadership types and organizational climate as perspectives, is to study immigration workers’ change-oriented OCB. Inspecting the knowledge-oriented work characteristics (KOWCs) of the NIA of Taiwan to find ways of stimulating change-oriented OCB through employees’ high self-efficacy is also critical. The investigators also explored how transformational leadership and organizational climate directly affect employees’ change-oriented OCB in a cross-level organization. Design/methodology/approach The subject of this research is the frontline immigration workers of Taiwan’s NIA, with its entire staff on duty at the country’s airports and ports as targets of the research. This study used a total of 312 questionnaires. Findings At the group level, transformational leadership shows significant positive influence on organizational climate. KOWCs can positively influence self-efficacy and affect change-oriented OCB on an individual basis; similarly, self-efficacy can also positively impact the individual’s change-oriented OCB. In addition, transformational leadership and organizational climate have a contextual effect on the outcome variable on an individual basis. Originality/value This finding is helpful for researching and practicing implications of HRM, such as in further understanding how the motivation from work characteristics, organization’s environment and interpersonal networks can increase employees’ change-oriented OCB.

Moderating effect of organizational citizenship behavior on the effect of organizational commitment, transformational leadership and work motivation on employee performance

2018 ◽  
Vol 60 (4) ◽  
pp. 953-964 ◽  
Author(s):  
Marcy Rita ◽  
Otto Randa Payangan ◽  
Yohanes Rante ◽  
Ruben Tuhumena ◽  
Anita Erari
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Motivation ◽  
Employee Performance ◽  
Citizenship Behavior ◽  
Content Type ◽  
And Performance ◽  
The Relationship

PurposeThis study aims to examine the relationship between transformational leadership, organizational commitment, motivation, organizational citizenship behavior (OCB) and employee performance.Design/methodology/approachThis research is located in the province of Papua, and more specifically at the District Secretariat Papua Province. The study was conducted in the months from April to June 2016. This study tested the effect of transformational leadership, organizational commitment, work motivation, OCB and performance Officer Regional Secretariat Papua Province, then the variable research is transformational leadership, organizational commitment, work motivation, OCB and performance officer. Structural equation modeling (SEM) calculation tool is commonly used is the program analysis of moment structures.FindingsThe results of studies show that moderating OCB does not significantly affect the relationship between organizational commitment, transformational leadership, work motivation and the performance of employees at the District Secretariat in Papua Province.Originality/valueOriginality of this paper is on the comprehensive study that combines the variables of transformational leadership, organizational commitment, work motivation, OCB and performance into a complete model of study. Originality for this paper shows the moderation effect of OCB on the effect of organizational commitment, transformational leadership and work motivation on employee performance. This research is located in the Province of Papua, and more specifically at the District Secretariat Papua Province.

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.

scholarly journals Follower Dependence, Independence, or Interdependence: A Multi-Foci Framework to Unpack the Mystery of Transformational Leadership Effects

2020 ◽  
Vol 17 (12) ◽  
pp. 4534
Author(s):  
Qing Lu ◽  
Yonghong Liu ◽  
Xu Huang
Keyword(s):  
Transformational Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Empowerment ◽  
Personal Identification ◽  
Citizenship Behavior ◽  
Leader Member Exchange ◽  
Future Directions ◽  
Follower Performance ◽  
Member Exchange

We develop a multi-foci framework—“follower dependence,” “follower independence,” and “leader-follower interdependence”—to explain how transformational leadership influences follower performance. Follower’s personal identification with the leader, psychological empowerment, and leader-member exchange are employed as proxies for each of the three foci. Two separate studies consistently show that personal identification (denoting a “follower dependence” focus) is a more salient mechanism than the other two in explaining the transformational leadership-organizational citizenship behavior relationship. These results suggest transformational leadership is perhaps a theory of follower dependence rather than independence or interdependence. Theoretical implications, limitations, and future directions are discussed.

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