The influence of empowering leadership, empowerment and engagement on affective commitment and turnover intentions in community health service workers

Abstract

PurposeThis study seeks to extend research on the relationship between empowering leadership, empowerment and outcome variables by examining the mediating role of employee engagement. More specifically, the study sets out to test whether employee engagement mediates the effects of empowering leadership and empowerment on affective commitment and turnover intention.Design/methodology/approachThe sample on which conclusions are based consisted of 139 employees of a community health service. Confirmatory factor analysis (CFA) and structural equations modelling (SEM) were used to test the measurement and structural models proposed.FindingsCFA showed acceptable fit indices for the measurement model after respecifying a reduced number of items for the explanatory variables. Structural equations modelling of a respecified model also yielded acceptable fit indices and showed that empowerment mediated the influence of empowering leadership on engagement. Engagement was shown to partially mediate the influence of empowerment on affective commitment, which in turn influenced turnover intentions.Research limitations/implicationsThe use of cross‐sectional self‐report data suggests the need to replicate the findings in a longitudinal design with additional samples.Practical implicationsResults are discussed in terms of the importance of training and development initiatives aimed at promoting empowering leadership, empowerment and engagement in health service contexts. The results will be of interest to practitioners and researchers.Originality/valueThe research provides new insights in to the relationships between empowering leadership, empowerment, engagement, affective commitment and turnover intentions in health service contexts.