Differential effects of empowering leadership on in-role and extra-role employee behaviors: Exploring the role of psychological empowerment and power values

2010 ◽  
Vol 63 (11) ◽  
pp. 1743-1770 ◽  
Author(s):  
Steffen Raub ◽  
Christopher Robert
Keyword(s):  
Psychological Empowerment ◽  
Empowering Leadership ◽  
Differential Effects ◽  
Employee Behaviors

scholarly journals Linking Empowering Leadership, Psychological Empowerment, Self-Leadership, Creative Involvement and Creativity: A Sequential Mediation Model

2017 ◽  
Vol 5 (2) ◽  
pp. 67-80
Author(s):  
Ishfaq Ahmed ◽  
Muhammad Khalid Khan ◽  
Ghulam Ali Bhatti
Keyword(s):  
Psychological Empowerment ◽  
Creative Work ◽  
Mediation Model ◽  
Employee Creativity ◽  
Empowering Leadership ◽  
Mediating Role ◽  
Work Involvement ◽  
A Chain ◽  
The Relationship

This study examines the relationship between empowering leadership and employee creativity through the serial mediating role of psychological empowerment and self-leadership with creative work involvement. Applying a chain mediation approach to a sample of 314 respondents, we find that empowering leadership has a significant effect on the selected mediators (self-leadership, psychological empowerment and creative work involvement), which in turn transfer this effect to employee creativity.

Does emotional intelligence and empowering leadership affect psychological empowerment and work engagement?

2020 ◽  
Vol 41 (8) ◽  
pp. 971-991
Author(s):  
Saad M. Alotaibi ◽  
Muslim Amin ◽  
Jonathan Winterton
Keyword(s):  
Emotional Intelligence ◽  
Work Engagement ◽  
Psychological Empowerment ◽  
Staff Nurses ◽  
Empowering Leadership ◽  
Private Hospitals ◽  
Content Type ◽  
High Level ◽  
The Relationship

PurposeThe objective of this study is to investigate the role of emotional intelligence and empowering leadership in enhancing psychological empowerment and work engagement in private hospitals.Design/methodology/approachA total of 500 questionnaires were distributed to staff nurses at five private hospitals in Riyadh, Saudi Arabia, 100 questionnaires to each hospital, with an achieved response rate of 34.8%.FindingsThe results show statistically significant positive relationships between emotional intelligence, empowering leadership, psychological empowerment and work engagement. The relationship between emotional intelligence and work engagement and psychological empowerment and work engagement were not significant.Research limitations/implicationsThe study found that employees who have a high level of emotional intelligence and the positive stimulus of empowering leadership demonstrate enhanced psychological empowerment and work engagement.Practical implicationsA better understanding of the role of EI and EL in enhancing psychological empowerment and work engagement could help hospitals reduce turnover among nurses and improve their relationships with patients, as well as maintaining competitive advantage.Originality/valueThe study provides evidence to support the effect of EI on empowering leadership, psychological empowerment and work engagement in private hospitals.

When Is Empowerment Effective? The Role of Leader-Leader Exchange in Empowering Leadership, Cynicism, and Time Theft

2014 ◽  
Vol 43 (5) ◽  
pp. 1631-1654 ◽  
Author(s):  
Natalia M. Lorinkova ◽  
Sara Jansen Perry
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Empowerment ◽  
Leadership Behaviors ◽  
Exchange Relationship ◽  
Empowering Leadership ◽  
Time Theft ◽  
Employee Cynicism ◽  
Relationship Of

Applying arguments from social exchange theory, we theoretically derive and empirically test a multilevel model that informs theory on leadership, cynicism, and deviant withdrawal. Namely, we examine the moderating effect of the upward exchange relationship of a leader on empowering leadership behaviors as they affect subordinate psychological empowerment, cynicism, and time theft. In a sample of 161 employees across 37 direct supervisors, empowering leadership was associated with reduced employee cynicism both directly and indirectly through employee psychological empowerment. The positive relationship between empowering leadership and employee psychological empowerment, however, was significant only when the leader enjoyed a high-quality relationship with his or her own boss. In turn, cynicism was associated with increased time theft, suggesting that employees may reciprocate frustrating experiences by withdrawing in minor, yet impactful and deviant, ways in efforts to balance their exchange with the organization.

scholarly journals THE EFFECT OF EMPOWERING LEADERSHIP ON INTRINSIC MOTIVATION: THE ROLE OF PSYCHOLOGICAL EMPOWERMENT AS A MEDIATION

2020 ◽  
Vol 2 (2) ◽  
Author(s):  
Khaidir Syahrul
Keyword(s):  
Human Resources ◽  
Intrinsic Motivation ◽  
Psychological Empowerment ◽  
Hypothesis Test ◽  
Self Determination ◽  
Empowering Leadership ◽  
Testing Hypotheses ◽  
The Government ◽  
Positive Effect

This research aims to investigate the human resources managment within the government which requires a reliable and competent leadership. A leadership categorized as the concept of empowering when the leader shares direction, a support system, friendly, synergizing, and providing exemplary examples to his subordinates. Employees who feel empowered by the leader would increase their motivation in work. This would increase psychological side of the employee’s cognitions such as a meaningfulness, the competence, a self-determination, and the effect. This research is focused on the process of testing hypotheses and is aimed to examine the effect of empowering leadership’s motivation in the field of work. It is mediated by psychological empowerment. The data used in this study was a questionnaire. This study was used four-stage hypothesis test of Baron and Kenny (1986). The result indicates that empowering leadership has a positive effect on intrinsic motivation , and psychological empowerment partially mediates the positive effect of empowering leadership in supporting intrinsic motivation.

scholarly journals The Mediating Role of Psychological Empowerment in the Relationship between the Empowering Leadership Behavior and Work Engagement: A Study Applied on the Cement Sector in Upper Egypt

2018 ◽  
Vol 13 (12) ◽  
pp. 18 ◽  
Author(s):  
Adel R. M. Rayan ◽  
Ahmed S. M. Sebaie ◽  
Nagwa A. Ahmed
Keyword(s):  
Work Engagement ◽  
Psychological Empowerment ◽  
Leadership Behavior ◽  
Theoretical Data ◽  
Cement Industry ◽  
Empowering Leadership ◽  
Upper Egypt ◽  
Mediating Role ◽  
The Relationship

This study aims to test the relationship between perceived empowering leadership behavior and the work engagement. Also, the mediating role of psychological empowerment in this relation has been examined. The study applied on a sample of 360 employees at the Egyptian cement industry in Upper Egypt. Data was collected using work engagement questionnaire based on the Schaufeli, Salanova, González-Romá, and Bakker (2002) scale. The current study used the scale of the Zhang & Bartol study (2010), prepared by Ahearne et al., (2005) to measure the empowering leadership behaviors. Psychological empowerment has been measured using Spreitzer (1995) and Zhung and Bartol (2010). The study was conducted using the Statistical Package for Social Sciences (SPSS) program in data processing for AMOS to test the quality of compatibility between the collected data and the theoretical data, and the structural model to test the study hypotheses. The results did not support the direct relationship between leadership empowered behavior and work engagement. The empowering leadership behavior is positively affecting the psychological empowerment. Psychological empowerment was found to be positively affecting work engagement. However, the psychological empowerment was found to be mediating the relationship between the two variables. The study reached some conclusions related to this relationship and how to have it enhanced in the Cement industry in Upper Egypt.

Linking empowering leadership and job attitudes: The role of psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manaswita Bharadwaja ◽  
Nachiketa Tripathi
Keyword(s):  
Psychological Empowerment ◽  
Work Attitudes ◽  
Middle Level ◽  
Mediating Effects ◽  
Empowering Leadership ◽  
Content Type ◽  
Strong Positive Relationship ◽  
The Impact ◽  
Positive Work

Purpose The purpose of this study is to explore the impact of empowering leadership (EL) on work attitudes [job satisfaction (JS) and organizational commitment (OCOM)]. The effects of EL on these work attitudes were also analysed in terms of the mediating effects of psychological empowerment (PE). Design/methodology/approach A survey research methodology was adopted where responses were collected on relevant measures of the constructs from 431 middle-level executives from 12 Indian organizations. Findings Results implied that EL enhanced the levels of JS and OCOM of employees. The results further indicated that EL was positively related to PE at the workplace. The findings also revealed that PE was positively related to these positive work attitudes. Moreover, strong indirect effects of EL were observed on these work attitudes through PE, implying that PE partially mediated the impact of between EL on JS and OCOM. Originality/value The findings of this study affirm the efficacy of EL and PE in predicting positive work attitudes in a different cultural milieu than the West –the Indian work context. Especially, by establishing a strong positive relationship between empowerment and JS, it contributes to the existing literature underlining inconsistent findings with regard to this relationship.

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