Outcomes of leader empowering behaviour in a retail organisation

Abstract

Purpose: The aim of the study was to assess the associations leader empowering behaviour have with person–environment fit, job satisfaction and intention to leave. Design/methodology/approach: A cross-sectional survey design was used with a sample ( N = 398) of retail employees from Gauteng. The Leader Empowering Behaviour Questionnaire, Job Satisfaction Scale, Perceived Fit Scale and Turnover Intention Scale were administered. Structural equation modelling was performed to assess the study hypotheses. Findings/results: Findings showed that leader empowering behaviour is positively associated with person–environment fit and job satisfaction, whereas it is negatively associated with the intention to leave. Practical implications: When leaders share the right amount of power, information, decision-making authority and skills development opportunities with their employees; coach them well; and hold them accountable for controllable outcomes, it should enable them to establish a well-fitted, satisfied and committed workforce. Originality/value: Studies assessing leader empowering behaviour as an antecedent of person–environment fit have been scarce.