Locus of Control and Psychological Empowerment: Individual Variances and Substitutes for Leadership

2017 ◽  
Vol 2017 (1) ◽  
pp. 13162
Author(s):  
David Turnipseed
Keyword(s):  
Locus Of Control ◽  
Psychological Empowerment ◽  
Substitutes For Leadership

scholarly journals The effect of transformational leadership on innovative work behavior with moderating role of internal locus of control and psychological empowerment

2021 ◽  
pp. 1267-1276 ◽  
Author(s):  
Qing Zhang ◽  
Abdul Rashid Abdullah ◽  
Dalowar Hossan ◽  
Zongxiang Hou
Keyword(s):  
Transformational Leadership ◽  
Locus Of Control ◽  
Psychological Empowerment ◽  
Work Behavior ◽  
Path Coefficient ◽  
Innovative Work Behavior ◽  
Internal Locus ◽  
Internal Locus Of Control ◽  
Innovative Work ◽  
Moderating Role

The current study examined the effect of the style of transformational leadership on innovative work behavior as well as the internal locus of control’s moderating role and psychological empowerment between the relationships of them. We collected data from 422 respondents who are related to family business in Malaysia. Path coefficient analysis was employed to test the hypotheses and SPSS software was used for analyzing descriptive data. The results showed that transformational leadership style, psychological empowerment and internal locus of control have affirmative relationship and significant impact on innovative work behavior. Finally, psychological empowerment and internal locus of control were not found to have moderating effect between innovative work behavior and the style of transformational leadership.

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 Model of Psychological Empowerment Based on Structural Equations for Predicting Autonomy

2021 ◽  
Vol 30 (2) ◽  
pp. 55-69
Author(s):  
Clara Edith Muñoz-Márquez ◽  
Raquel Morales Barrera ◽  
Alejandra del Carmen Domínguez Espinosa
Keyword(s):  
Locus Of Control ◽  
Structural Equation Model ◽  
Structural Equation ◽  
Psychological Empowerment ◽  
Self Esteem ◽  
Equation Model ◽  
Structural Equations ◽  
Hypothetical Model ◽  
College Degrees ◽  
Main Effects

The study relies on the assumption that one of the main effects of phycological empowerment composed by attributes like self-esteem, locus of control, and assertiveness, is increased autonomy. The theoretical arguments are tested based on a structural equation model that allows estimating hypothetical relationships simultaneously. Additionally, differences in means between women and men are estimated for each phycological variable and the hypothetical model is tested separately to both sexes. 1,569 people (56% women) from five Mexican States compose the sample. The average age is 29 years and 59% of the sample has college degrees. The results suggest that psychological empowerment is strongly related to autonomy.   How to cite this article: Muñoz-Márquez, C. E., Morales Barrera, R., & Domínguez Espinosa, A. del C. (2021). Model of Psychological Empowerment Based on Structural Equations for Predicting Autonomy. Revista Colombiana de Psicología, 30(2), 55-69. Retrieved from https://revistas.unal.edu.co/index.php/psicologia/article/view/82149

The dynamic interaction between high-commitment HRM and servant leadership

2019 ◽  
Vol 42 (10) ◽  
pp. 1169-1186 ◽  
Author(s):  
Aaron McCune Stein ◽  
Yan Ai Min
Keyword(s):  
Servant Leadership ◽  
Affective Commitment ◽  
Turnover Intentions ◽  
Psychological Empowerment ◽  
Dynamic Interaction ◽  
Leadership Theory ◽  
Negative Interaction ◽  
Content Type ◽  
Substitutes For Leadership Theory ◽  
Substitutes For Leadership

Purpose Based on social exchange theory and the substitutes for leadership theory, this paper aims to investigate whether an organization’s high-commitment HRM strategy can substitute for the effect of servant leadership in promoting employees’ affective commitment, psychological empowerment and intent to remain with the organization. Design/methodology/approach This study’s hypotheses were tested with moderation and mediation analyses conducted on a sample of 172 Chinese employees. Findings The results show significant negative interaction effects between high-commitment HRM systems and servant leadership, such that high levels of one will reduce the positive effect of the other on affective commitment and psychological empowerment. Further, the effects of high-commitment HRM systems and servant leadership on turnover intentions are mediated through affective commitment and psychological empowerment. Finally, support was found for a mediated moderation model where the negative interaction effect between high-commitment HRM systems and servant leadership on turnover intentions is mediated through affective commitment. Practical implications The results of this study can help practitioners identify alternative means to influence employees’ positive attitudes and work motivation when implementing high-commitment HRM systems is not feasible for the organization. Originality/value This study contributes to the leadership literature by providing evidence supporting the substitutes for leadership theory and describing the specific conditions under which this theory is valid, as well as contributing to the HRM literature by examining the dynamic interaction of HRM and leadership.

Psychological Empowerment as a Criterion for Adjustment to a New Job

2000 ◽  
Vol 87 (3_suppl) ◽  
pp. 1083-1093 ◽  
Author(s):  
Yoav Vardi
Keyword(s):  
Locus Of Control ◽  
Personality Traits ◽  
Psychological Empowerment ◽  
Self Esteem ◽  
Personality Test ◽  
Job Change ◽  
Four Dimensions ◽  
Employment Testing ◽  
Managerial Support ◽  
Testing Center

Interview data from 120 professionals and managers, collected by telephone after they experienced a job change, were matched with personality test scores from an employment testing center. Four dimensions of psychological empowerment (self-determination, meaning, competence, and impact) were tested as criteria, and four personality traits (achievement, endurance, locus of control, and self-esteem), measured prior to the job change, were used as predictors. In a multiple regression analysis the personality traits accounted for 26% of the variance in overall empowerment, and locus of control emerged as an important antecedent. Additional analyses pointed to perceived managerial support, sex, and rank as possible moderators. Ideas for further research and theoretical extension are discussed.

Locus of control, psychological empowerment and intrinsic motivation relation to performance

2015 ◽  
Vol 30 (4) ◽  
pp. 422-438 ◽  
Author(s):  
Yi Li ◽  
Feng Wei ◽  
Shenggang Ren ◽  
Yang Di
Keyword(s):  
Locus Of Control ◽  
Work Performance ◽  
Work Motivation ◽  
Psychological Empowerment ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Organizational Level ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to test the relationship between psychological empowerment and R & D employees’ performance. The moderating effect of locus of control and the mediating effect of intrinsic work motivation are also examined. Design/methodology/approach – The questionnaires were completed by 209 R & D employees and their immediate supervisors of a large foreign-funded R & D institute in China. Hierarchical regression and bias-corrected bootstrap procedures were used to test the hypotheses. Findings – Results demonstrate that psychological empowerment is positively related to R & D employees’ task, contextual and innovation performance. The relationship between psychological empowerment and contextual and innovation performance was found to have been moderated by locus of control. Intrinsic work motivation partially mediates the psychological empowerment-work performance relationship. Research limitations/implications – This is a cross-sectional study, with data limited to a large R & D institute in Shanghai. It did not consider organizational level variables, such as organizational structure and job characteristics. Practical implications – This study highlights the importance of enhancing psychological empowerment and intrinsic work motivation to promote employees’ work performance. Moreover, the results provide evidence in favor of managerial interventions aimed at motivating employees who differ on locus of control. Originality/value – This study extends the psychological empowerment literature by first examining the psychological mechanism through which empowerment affects work performance and how this effect is contingent upon individual locus of control. It also provides insight into motivating R & D employees in Chinese context.

Umgang mit illegalen Drogen im »bürgerlichen« Milieu: Zum Steuerungseinfluss formeller und informeller Sozialkontrolle – Erste Ergebnisse einer Pilotstudie

2000 ◽  
Vol 46 (2) ◽  
pp. 101-110 ◽  
Author(s):  
Karl Mann ◽  
Klaus Ackermann
Keyword(s):  
Locus Of Control ◽  
Peer Group ◽  
Internal Locus ◽  
Internal Locus Of Control ◽  
Erste Ergebnisse

Im vorliegenden Beitrag werden erste Ergebnisse eines Pilotforschungsprojektes vorgestellt, dessen empirischer Fokus auf das in der bundesrepublikanischen Drogenforschungslandschaft weitgehend ausgesparte Feld eines sozial integrierten Umgangs mit illegalen Drogen in gesellschaftlich etablierten Sozialkontexten gerichtet ist. Besonderes Interesse gilt dem Vermittlungsgeschehen zwischen formeller und informeller sozialer Kontrolle: Wie geht der Einzelne mit konfligierenden Botschaften einer auf ein generelles Drogenverbot abgestellten Rechtssphäre und dem darauf abgestellten institutionellen Kontext strafrechtlicher und sozialmedizinischer Kontrolle einerseits und etwaigen gebrauchsmotivierenden Botschaften der Peer-Group, des Freundes- und Bekanntenkreises andererseits um? </P><P> Innerhalb der Pilotphase wurden 34 sozial integrierte Konsumenten diverser illegaler Drogen interviewt. Die Stichprobenbildung folgte der Methode des Snowball Samplings. Die bisherigen Beobachtungen lassen sich zu zwei für den weiteren Forschungsverlauf relevanten Arbeitshypothesen verdichten: <UL><LI>Der Drogenkonsum untersteht offenbar in der Selbstwahrnehmung im Sinne einer Selbstattribution einem ›internal locus of control‹. <LI>Auch wenn es trotz des bestehenden Drogenverbots zum Konsum illegaler Drogen kommt, scheint mit dem Verbotsstatus bestimmter Substanzen häufig ein informeller Kontrolleinfluss assoziiert, welcher Konsum regulierend unterhalb der Schwelle des generalpräventiven Anspruchs des BtMGs wirksam wird.</UL>

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