Team psychological empowerment as a mediator of the relationship between transformational leadership, team effectiveness and innovation: Moderating effect of team task interdependence

2009 ◽  
Author(s):  
Linda Lin-Chin Lin
Keyword(s):  
Transformational Leadership ◽  
Team Effectiveness ◽  
Psychological Empowerment ◽  
Leadership Team ◽  
Moderating Effect ◽  
Task Interdependence ◽  
Team Task ◽  
The Relationship

scholarly journals Status Quos Are Made to be Broken: The Roles of Transformational Leadership, Job Satisfaction, Psychological Empowerment, and Voice Behavior

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110067
Author(s):  
Sehrish Ilyas ◽  
Ghulam Abid ◽  
Fouzia Ashfaq ◽  
Muhammad Ali ◽  
Wasif Ali
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Empowerment ◽  
Employee Voice ◽  
Voice Behavior ◽  
Multiple Mediation ◽  
Significant Difference ◽  
The Relationship

Employee voice behavior has attained significant attention in contemporary research due to its positive consequences for both workers and employers. Drawing on the social exchange theory, this study examined the mediating role of job satisfaction and psychological empowerment on the relationship between transformational leadership and employee’s voice behavior. Data were collected through survey questionnaires by utilizing a three-wave time-lagged study design from employees from diverse private and public sector organizations in Pakistan. The parallel multiple mediation is tested through Hayes’s process macro. The results indicate that job satisfaction and psychological empowerment partially mediate the relationship between transformational leadership and employee’s voice behavior. Further analysis depicts that both job satisfaction and psychological empowerment leveraged under transformational leadership act as parallel mediators and have no statistical significant difference between them. The theoretical and managerial implications are discussed.

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.

scholarly journals Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Matej Grošelj ◽  
Matej Černe ◽  
Sandra Penger ◽  
Barbara Grah
Keyword(s):  
Transformational Leadership ◽  
Authentic Leadership ◽  
Psychological Empowerment ◽  
Added Value ◽  
Content Type ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this paper is to analyse the moderating role of psychological empowerment on the relationships between authentic leadership and innovative work behaviour, as well as transformational leadership and innovative work behaviour.Design/methodology/approachWe have applied the mixed-method research on the selected case study. The quantitative field study was conducted on a sample of 126 employees in a multinational technological company. A series of paired sample t-tests were followed by a hierarchical regression analysis to test the hypotheses. The qualitative study consists of a content analysis of in-depth semi-structured interviews with four leaders.FindingsThe research provides further confirmation of the positive relationship between leadership and innovative work behaviour. Specifically, the results showed that psychological empowerment moderates the relationship between leadership (authentic as well as transformational leadership) and innovative work behaviour.Originality/valueThis paper contributed to leadership and innovation literature and provided insights in studying the boundary conditions on the relationship between authentic leadership, as well as transformational leadership, in stimulating innovative work behaviour through the moderating role of psychological empowerment. The added value is expanded by introducing the comparison of the two leadership theories.

scholarly journals The influence of safety-specific transformational leadership on the safety behaviors

2015 ◽  
Vol 28 (2) ◽  
pp. 249-274
Author(s):  
HaJin Jung ◽  
Suran Lee ◽  
YoungWoo Sohn
Keyword(s):  
Transformational Leadership ◽  
Safety Climate ◽  
Moderating Effect ◽  
Safety Behaviors ◽  
Group Level ◽  
The Relationship ◽  
Identified Regulation ◽  
Intrinsic Safety ◽  
Trust In Leader ◽  
Safety Motivation

This study examined the influence of safety-specific leadership style (transformational, passive) on safety motivation and safety behaviors. Specifically, the study examined the sequential mediating effect of group-level safety climate and autonomous safety motivations (intrinsic, identified regulation) on the relationship between safety-specific transformational leadership (SSTL) and safety behaviors (participation, compliance) by using structural equation modeling. The study also investigated the moderating effect of trust in leader on the relationship of safety-specific leadership and group-level safety climate. Survey data were gathered from 440 military personnel in the Republic of Korea Navy. Results showed that SSTL predicted both safety participation and compliance through the sequential effect of group-level safety climate and intrinsic safety motivation. However, the path to the safety participation was not significant when identified regulation safety motivation was mediated. Safety-specific passive leadership (SSPL) also predicted safety behaviors through safety climate and motivation by the identical process of SSTL, but the effect was negative. Also, on the relationship between safety climate and safety motivation, group-level safety climate had more effect on intrinsic safety motivation than identified regulation safety motivation. On the relationship between safety motivation and safety behavior, intrinsic motivation had more effect on safety participation than compliance. Trust in leader had a moderating effect on the link between SSTL and group-level safety climate. However, the moderating effect was not significant on the association between SSPL and group-level safety climate. Based on these results, the implications and directions for future research were discussed.

Relationship Study of Transformational Leadership and Psychological Empowerment on Employees Job Satisfaction

2017 ◽  
Vol 3 (2) ◽  
pp. 73
Author(s):  
NORASHIKIN HUSSEIN ◽  
MAIMUNAH MOHD SHAH ◽  
NASUHA BHASAH
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Psychological Empowerment ◽  
Sampling Technique ◽  
One Dimension ◽  
Intellectual Stimulation ◽  
Work Behaviors ◽  
Electric Company ◽  
Leaders And Followers ◽  
The Relationship

This study aims to determine the relationship between transformational leadership (TL) and  psychological empowerment (PE) towards job satisfaction (JS) among employees in an electric  company. Both TL and PE are important factors in determining job satisfaction. TL is a stimulating andengaging relationship between leaders and followers. It is adapted to enhance employees’ job  satisfaction. While, PE is related to employees’ performances, attitudes and various work behaviors.  Data were collected using questionnaires and were analyzed using SPSS. Random sampling technique  was applied in the distribution of the questionnaire. 125 cases were analyzed and findings were  interpreted accordingly. The results reveal that only one dimension of transformational leadership  (i.e., intellectual stimulation) and one psychological empowerment dimension (ie.,meaning) are  significantly related to job satisfaction. Further discussion on the results are shared in this paper.

De relatie tussen expertisediversiteit en teaminnovativiteit: de modererende werking van taakafhankelijkheid en taakflexibiliteit

2008 ◽  
Vol 21 (2) ◽  
Author(s):  
Gerben van der Vegt
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Moderating Effect ◽  
Task Interdependence ◽  
Archival Data ◽  
Gas Industry ◽  
Joint Effects ◽  
Team Innovation ◽  
The Relationship ◽  
And Task

The relationship between expertise diversity and team innovation: the moderating effect of task interdependence and task flexibility The relationship between expertise diversity and team innovation: the moderating effect of task interdependence and task flexibility G.S. van der Vegt, Gedrag & Organisatie, volume 21, June 2008, nr. 2, pp. 170-183 In this article we examine the joint effects of expertise diversity, task interdependence, and task flexibility on team innovation. We argue that expertise diversity will be unrelated to team innovation when task interdependence is low. When task interdependence is high, the direction of the relationship – positive or negative – is argued to depend on the degree of task flexibility. We tested this expectation using survey and archival data from 57 teams working in the oil and gas industry. Results strongly support the expectations.

Leeroriëntatie van medewerkers als moderator in de relatie tussen transformationeel leiderschap en intrinsieke werkmotivatie

2006 ◽  
Vol 19 (1) ◽  
Author(s):  
Niek Faber ◽  
Onne Janssen ◽  
Tjeerd Bartlema
Keyword(s):  
Transformational Leadership ◽  
Positive Relationship ◽  
Psychological Empowerment ◽  
Learning Orientation ◽  
Psychological Training ◽  
Training Courses ◽  
Weak Learning ◽  
The Relationship

Employees' learning orientation as a moderator in the relationship between transformational leadership and psychological empowerment Employees' learning orientation as a moderator in the relationship between transformational leadership and psychological empowerment Niek Faber, Onne Janssen & Tjeerd Bartlema, Gedrag & Organisatie, Volume 19, Maart 2006, nr. 1, pp. 22-36 Employees' learning orientation was hypothesized to enhance the positive relationship between transformational leadership and empowerment experienced by employees. As expected, a survey among 191 attendants of organizational-psychological training courses showed a positive relationship between transformational leadership and psychological empowerment. However, a learning orientation was found to serve as a substitute rather than an enhancer of the empowering effect of transformational leadership. More specifically, transformational leadership was strongly related to psychological empowerment for employees with a weak learning orientation. For employees with a strong learning orientation, transformational leadership had only a marginal relationship with psychological empowerment because these employees had already relatively high levels of empowerment induced by their learning orientation.

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