Does empowering leadership behavior affect employee performance? The mediating role of workforce agility

Abstract

PurposeWorkforce agility (WFA) is an emergent research topic in volatile times. However, there is a lack of research in understanding the leadership dimension that triggers such an attribute in organizations. Our study aims to understand the impact of workforce agility on empowering leadership behavior and employee performance dimensions (task performance, contextual performance and counterproductive work behavior).Design/methodology/approachWe collected data from 236 employees using reliable, validated scales and conducted various statistical analyses.FindingsOur results demonstrated that WFA (1) partially mediated the relationship between empowering leadership and contextual performance (CP), (2) has not mediated the relationship between empowering leadership and counterproductive behavior (CWB) and (3) mediated the relationship between empowering leadership and task performance (TP).Practical implicationsOur research has practical implications for management practitioners. It suggests hiring and developing an agile workforce through appropriate training and development programs can significantly impact organizational performance. Furthermore, it provides insights into building leadership capabilities that sustain workforce agility practices, empowering leaders to make informed decisions.Originality/valueOur research fills a significant gap in the existing literature by exploring the effects of WFA on leadership and performance. This novel approach provides a fresh perspective on the dynamics of organizational behavior, making it a valuable addition to the field.