LEADERSHIP EMPOWERMENT BEHAVIOUR, WORK ENGAGEMENT AND TURNOVER INTENTION: THE ROLE OF PSYCHOLOGICAL EMPOWERMENT

Abstract

Research purpose: The purpose of this study was to investigate the relationship between leadership empowerment behavior, psychological empowerment, work engagement and turnover intention. The study further investigated whether psychological empowerment mediates the relationship between leadership empowerment behavior and turnover intention and work engagement respectively. Research design, approach and method: A cross-sectional survey design was used with a convenience sample (N = 322). Confirmatory factor analysis was used to test whether the measures of the constructs were consistent with the understanding of the nature of the constructs and to test whether the data fitted the hypothesized measurement model. Structural Equation Modeling (SEM) was used to examine the structural relationships between the constructs. Measuring instruments: The Leader Empowering Behavior Questionnaire, Measuring Empowerment, Work Engagement and Turnover Intention scales were administered. Main findings: The results showed significant positive relationships between leadership empowerment behavior, psychological empowerment, work engagement and a negative correlation with turnover intention. Leadership empowerment behavior affected work engagement through psychological empowerment. Practical implications: It is recommended that leadership discussions, training programs and individual coaching about leadership empowering behavior takes place.