Abstract
The objective of this study is to determine the association between psychological empowerment and two behavioral outcomes of employee (i.e. organizational citizenship behavior and knowledge sharing behavior) by examining the mediating role of employee engagement and the moderating role of leader-member exchange. A survey was completed by employees working in different corporations and jobs. The data were collected by self- administered questionnaire and analyzed by using correlation and regression analysis. Results indicate that psychological empowerment positively influences organizational citizenship behavior and knowledge sharing behavior. In addition, employee engagement partially mediates the relationship between psychological empowerment and organizational citizenship behavior and fully mediates between psychological empowerment and knowledge sharing behavior. Psychological empowerment has a positive significant relationship with the employee engagement whereas leader-member exchange does not moderate the relationship between psychological empowerment and employee engagement. The implications of these findings are discussed.
Highlights
For several decades, researchers have analyzed behavioral consequences of psychological empowerment
This study proposed that psychological empowerment helps to maintain the highquality relationships by influencing the employee's behavior
The correlations of all variables are significant at p
Summary
Researchers have analyzed behavioral consequences of psychological empowerment. Researchers defined psychological empowerment as the deep-rooted motivation in the task which has a sense of control related to employee's work and inclination towards employee's work role (Sprietzer, 1995). The literature shows that leadership, perceived performance, attributes of work design, social and political support and management practices are the contextual antecedents of psychological empowerment (Seibert, Wang, & Courtright, 2011). Organizational citizenship behavior (OCB) is nontraditional job behavior as compared to job performance in a formal role (Ozer, 2011). Knowledge Sharing Behavior (KSB) is defined as the behavior of an individual to share his/her knowledge and skills related to work or task with other members of an organization to increase the effectiveness of an organization (Ozbebek & Toplu, 2011). The social relationships between leaders and followers are the core in leader-member exchange (Lee, 2005)
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
