Abstract
The purpose of the current study is to identify the antecedents of psychological ownership and organizational commitment since these constructs could influence different behavioral outcomes at the workplace, such as task performance, creativity, and organizational citizenship behavior. Through practicing resonant leadership, highly empowered employees are expected to have a deeper feeling of psychological ownership and more sense of commitment to an organization. In this study, the direct relationships of resonant leadership on psychological ownership and organizational commitment via employee empowerment were investigated. Data were collected from 232 employees working at healthcare corporations listed on the Amman Stock Exchange in Jordan. Structural equation modeling was utilized to analyze the data. Results proposed that psychological ownership and organizational commitment were related to resonant leadership. Moreover, employee empowerment played a significant role, as a mediator between resonant leadership and psychological ownership and between resonant leadership and organizational commitment. Therefore, employees working with resonant leaders and having effective empowerment are expected to get higher levels of psychological ownership and tend to be highly committed to their organizations.
Highlights
Leaders can be considered the main key factor in making organizations successful and articulating the shared vision and mission to all followers
Results proposed that psychological ownership and organizational commitment were related to resonant leadership
This paper seeks to establish whether psychological ownership or organizational commitment is directly related to empowerment and indirectly related to resonant leadership
Summary
Leaders can be considered the main key factor in making organizations successful and articulating the shared vision and mission to all followers. Through utilizing their emotional intelligence, build an environment that motivates employee commitment to their organizations (Squires et al, 2010). Wagner et al (2013) demonstrated that there was a significant association between resonant leadership and commitment. Psychological ownership and organizational commitment may depend on the treatment that employees get from their leaders. Mubarak et al (2018) proved that there was a significant relationship between the authentic style of leadership, engagement, and empowerment. It was suggested that highly empowered individuals had a deeper feeling of psychological ownership and were more committed to the organization. This paper seeks to establish whether psychological ownership or organizational commitment is directly related to empowerment and indirectly related to resonant leadership. LITERATURE REVIEW AND HYPOTHESES (Laschinger et al, 2014), especially during the processes or stages of restructuring and organizational change
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