Disentangling Between-Person and Reciprocal Within-Person Relations Among Perceived Leadership and Employee Wellbeing

Based on transactional stress theory and theoretical propositions regarding affective perceptions and reactions, we develop and test a model of reciprocal within-person relations between perceptions of directive and empowering leadership and employee emotional engagement and fatigue. A sample of n = 1,610 employees participated in a study with a three-wave fully crossed and lagged panel design across 6 months. We used a random intercepts cross-lagged panel model (RI-CLPM) to separate within- from between-person sources of variance in leadership perceptions and employee wellbeing. Consistent with previous research, at the between-person level of analysis, we found that directive leadership was positively related to both engagement and fatigue, whereas empowering leadership was positively related to engagement and negatively related to fatigue. Interestingly, at the within-person level, we found that some of these relations occur reciprocally, in that directive leadership predicts engagement and, simultaneously, engagement positively predicts perceptions of both directive and empowering leadership. These findings challenge existing assumptions about the directionality of the association between perceived leadership and employee wellbeing and contribute to an enhanced understanding of the role of employee wellbeing for the development of leadership perceptions over time.

How Does Empowering Leadership Contribute to Organizational Commitment of Millennials?

This chapter explores the influence of empowering leadership on organizational commitment of Indian millennials. Also, the mediating effect of trust in the leader is examined. Primary data were collected from the sample of 440 IT employees working in Delhi/NCR. Structural equation modeling (SEM) was used to test the proposed relationships based on model fit and standard path coefficients. Findings indicate that empowering leadership has a significant positive effect on organizational commitment and trust in the leader, which also has a significant positive effect on organizational commitment, and trust in the leader has shown to have a partial mediating effect on the relationship between empowering leadership and organizational commitment of millennials. The chapter contributes to the limited empirical literature on the linkage between empowering leadership and organizational commitment in a generational context, specifically millennials in Indian context. The chapter provides a leadership-based approach to bolster organizational commitment of millennials.

Empowering leadership and human resources through stimulating innovative behaviors in higher education

In the era of the Fourth Industrial Revolution, 4IR or Industry 4.0, since highly advanced technology largely replaced human works, many production activities of both goods and services were required to be innovative. The purposes of this study were to examine the role of energizing self-efficacy as a mediator of leadership empowering and innovative behavior to analyze the mediator’s role of affective commitment between the two. A survey method was used by distributing online questionnaires to 617 lecturers in Indonesia. For researching the interrelation of empowering leadership, energizing self-efficacy, affective commitment, and innovative behavior via statistical examination of their interrelationship, we applied Stata 13 software to test the hypotheses. The results pinpointed the significant impact of empowering leadership on affective commitment, energizing self-efficacy, and innovative behavior. Energizing self-efficacy significantly influenced innovative behavior, but the impact vice versa is not significant. There was an indirect effect of empowering leadership on innovative behavior through energizing self-efficacy, but the affective commitment was not a mediator between empowering leadership and innovative behavior. These findings indicated that lecturers could stimulate their innovative behaviors by increasing their self-efficacy through empowering leadership. Our research findings highlight the importance of enhancing innovative behavior, self-efficacy, and empowering leadership

PERAN EMPOWERING LEADERSHIP DALAM MENINGKATKAN PRODUKTIVITAS KARYAWAN SELAMA WORK FROM HOME

Peran Empowering Leadership Dalam Meningkatkan Produktivitas Karyawan Selama Work From Home. Kebijakan Work Fom Home (WFH) di masa pandemi belakangan ini menimbulkan banyak dilema bagi organisasi terkait keberhasilan kinerjanya atau tidak. Penelitian ini bertujuan untuk menganalisis hubungan antara Work from home (WFH) dan Computer-mediated communication (CMC) dengan produktivitas yang didukung dengan pemberdayaan kepemimpinan sebagai mediasi. Sampel penelitian ini adalah 89 responden yang termasuk dalam kelompok pekerja milenial. Pengambilan sampel menggunakan purposive sampling dengan alat analisis SmartPLS 3. Hasil penelitian menunjukkan bahwa kepemimpinan yang memberdayakan mampu memediasi hubungan antara WFH dan CMC dengan meningkatkan produktivitas pekerja milenial. Fleksibilitas yang ditawarkan oleh WFH dan kenyamanan CMC serta dukungan intens dari para pemimpin dapat meningkatkan produktivitas.