Empowering Leadership Behavior Research Articles

GÜÇLENDİRİCİ LİDERLİK DAVRANIŞLARININ BİREYSEL PERFORMANSA ETKİSİ

“Power originates from the power of leaders-administrators to influence other employees” (Doğan, 2007). An empowering leader who reveals the leadership potential of the employee expects him/her to take on the management of his own business and perform well. As a driving force for economic development and prosperity, bank can increase its productivity through a culture where power is transferred to employees. The aim of this study is to investigate the effects of empowering leadership behaviors on the individual performance. For this purpose, a survey was conducted on 166 employees working at the branches located in Kocaeli belonging to an established bank that has many branches in Turkey. Data collected by simple sampling method were analyzed by multiple regression analysis. As a result of the study, it was found that the dimensions of empowering leader behaviors such as empowerment, responsibility, skills development and coaching for innovative performance has a positive and significant effect on the individual performance. In addition, the results of the research has showed that empowering leadership behaviors are an important premise in increasing individual performance.

To Empower or Not to Empower? Multilevel Effects of Empowering Leadership on Knowledge Hiding

Abstract It is widely acknowledged that knowledge hiding persists and has detrimental effects in service organizations. With organizations increasingly becoming team based, understanding the interactions between supervisor and team members especially how team- and individual-level empowering leadership behaviors influence followers’ knowledge hiding is important. Using data on 527 followers from 60 departments in 19 Chinese hotels, the study proposes a multilevel model to examine the manifestation of two types of empowering leadership (individual-focused and differentiated empowering leadership) and the dual-level processes on followers’ knowledge hiding. Results show that differentiated empowering leadership is positively related to followers’ knowledge hiding via group relational conflict, whereas individual-focused empowering leadership is negatively related to followers’ knowledge hiding via their psychological safety. In addition, follower’s psychological safety buffers the positive relationship between group relational conflict and followers’ knowledge hiding. We discuss the implications on both theory and practice of empowering leadership on knowledge hiding.

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Knowledge sharing in multicultural organizations: evidence from Pakistan

PurposeTaking higher educational institutes (HEIs) operating in Islamabad metropolitan, and Pakistan as research context, the purpose of this paper is to identify the antecedents of knowledge sharing behavior (KSB) and to check their causal effect in perspective of culturally diverse academic staff. In addition, the authors suggest certain policies for HEIs that can raise knowledge sharing practices in multicultural environment.Design/methodology/approachIt is a cross-sectional study, quantitative in nature, and has used a self-administered questionnaire for data collection. With proportionate stratified random sampling technique, 278 academic employees working in three faculties from six public sector universities operating in Islamabad metropolitan have recorded their responses. This research also applied confirmatory factor analysis and structural equation modeling to examine the proposed hypothesis of this inquiry.FindingsThe empirical results indicate significant and positive effect of cultural diversity management, interpersonal trust, and leader-empowering behavior on KSB, whereas knowledge technology has insignificant effect on KSB of culturally diverse academic staff. Moreover, proposed model has explained 54 percent variation in endogenous construct.Practical implicationsThe present research aids academic leadership in designing policies and strategies to enhance knowledge sharing among faculty members and to create a supportive knowledge sharing culture.Originality/valueThis study fills the empirical gap that exists in literature by exploring the antecedents and their effect on KSB of multicultural academic staff associated in public sector HEIs in Islamabad metropolitan, Pakistan.

How leadership behaviors influence the effects of job predictability and perceived employability on employee mental health - a multilevel, prospective study.

ObjectivesThis study aimed to elucidate the potential moderating effect of fair-, empowering-, and supportive-leadership behaviors on the relationship between job predictability, future employability, and subsequent clinically relevant mental distress.MethodThe study had a full panel, prospective design, utilizing online, self-administered questionnaire data collected at two time points, two years apart. Fair-, empowering-, and supportive-leadership behaviors, job predictability and future employability were measured by the General Nordic Questionnaire for Psychological and Social Factors at Work (QPSNordic). Mental health was measured using the 10-item Hopkins Symptom Checklist (HSCL-10), with cut-off set to >1.85 to identify clinically relevant cases. As data were nested within work units, a multilevel analytic approach was chosen.ResultsIndividual-level direct effects: (i) higher levels of job predictability [odds ratio (OR) 0.83, 95% confidence interval (CI) 0.70–0.98], (ii) future employability (OR 0.83, 95% CI 0.74–0.93), (iii) fair- (OR 0.78, 95% CI 0.68–0.91), empowering- (OR 0.77, 95% CI 0.67–0.87), and supportive- (OR 0.71, 95% CI 0.61–0.81) leadership behavior, and (iv) the combination “quality of leadership” (OR 0.69, 95% CI 0.59–0.81) were significantly associated with a lower risk of reporting subsequent mental distress. Work-unit level direct effects: higher work-unit levels of fair- (OR 0.52, 95% CI 0.34–0.80) and empowering- (OR 0.61, 95% CI 0.40–0.94) leadership behaviors and quality of leadership (OR 0.54, 95% CI 0.34–0.87) were significantly associated with a lowered risk of subsequent mental distress. Cross-level interactions: No cross-level interaction effects were shown.ConclusionsLeadership behaviors did not moderate the effects of job predictability and future employability on mental health. However, employees embedded within work-units characterized by fair, empowering and supportive leadership behaviors had a lower risk of subsequent mental distress.

The impact of empowering leader behavior on employees’ voice behavior: the role of person‑environment fit and the golden mean

The impact of empowering leader behavior on employees’ voice behavior: the role of person‑environment fit and the golden mean

Adaptation and validation of the Brazilian Portuguese version of the Leader Empowering Behavior scale.

to adapt and validate the Leader Empowering Behavior scale for Brazilian Portuguese in a sample of Brazilian nurses. cross-sectional study through translation, back-translation, expert evaluation, application and analysis of content, criteria and construct of the scale. the title of the final version was Comportamento Empoderador do Líder. The equivalence evaluation presented Content Validity Index of 89% among the 27 items of the original scale and was applied to 272 nurses. For the construct validation, psychometric analyzes were performed; through calculations of the measure of sampling adequacy, were excluded six items from the translated instrument; and in the factor analysis, four factors were retained. The Cronbach's alpha was calculated for the four domains and ranged from 0.82 to 0.87, demonstrating the scale reliability. the adapted version presented validity and reliability criteria for use in Brazil. Its use will make it possible to know the behavior of leaders to empower their team.

ERRATUM: Adaptation and validation of the Brazilian Portuguese version of the Leader Empowering Behavior scale.

[This corrects the article doi: 10.1590/0034-7167-2019-0157].

Linking Empowering Leadership and Organizational Citizenship Behavior Toward Environment: The Role of Psychological Ownership and Future Time Perspective.

Organizations are confronted with increasing social responsibility to contribute to environmental sustainability. Employee organizational citizenship behavior toward the environment (OCBE) is considered essential to organizational environment performance. Drawing upon the theory of psychological ownership, the study investigated the effects of empowering leadership on employee OCBE by a sample of 374 employees in China. With the use of the bootstrapping technique in SPSS 25 to test our proposed moderated mediation model, results demonstrated a positive relationship between empowering leadership and OCBE through the mechanism of employee psychological ownership. Further, we found that the indirect effect is stronger when employees hold high rather than low future time perspectives. The theoretical implications for sustainability literature and practical implications for organizations striving for environmental sustainability are discussed.

Relationships Among Organizational Values, Employee Engagement, and Patient Satisfaction in an Academic Medical Center.

ObjectiveTo examine the relationships among various organizational values, employee engagement, and patient satisfaction in an academic medical center.Participants and MethodsOrganizational values and engagement data were retrieved from 2015 all-staff survey results from 1876 clinical units at Mayo Clinic. For patient satisfaction data, Press Ganey scores from visits from July 1, 2015, through January 1, 2016, were matched with data for 26 outpatient units from the all-staff survey. The study was performed from January 1, 2016, through December 31, 2017.ResultsFrom the all-staff survey results, we identified seven constructs related to values and employee engagement, all of which showed high positive correlation with each other. We were able to determine a structural equation model for values and engagement that had an excellent fit (comparative fit index, 0.957). Empowering leadership was positively correlated with the largest number of patient satisfaction items, followed by employee engagement and psychological safety/trust. All items from the care provider category had positive correlations with empowering leadership and psychological safety/trust.ConclusionAll the organizational values studied showed positive correlation with employee engagement, and all the organizational values and engagement were predictors of excellence and innovation either directly or indirectly. This affirms that honoring organizational values related to respect, psychological safety/trust, empowering leadership, and fairness has a positive influence on employee engagement and desire to pursue excellence. Organizational values, engagement, and empowering leadership behavior were positively correlated with many patient satisfaction items.

Spanish Validation of the Leader Empowering Behavior Questionnaire (LEBQ).

The concept of empowering leadership (EL) has attracted widespread academic and practical interest and different questionnaires have been developed to measure it. However, there are no instruments to measure EL in the Spanish language. This article presents the translation, adaptation, and validation of a scale to measure this construct. In addition, it analyzes the relationship between managers’ EL and employees’ job satisfaction. In turn, the study analyzes whether employees who participate in a greater number of continuous improvement (CI) programs have supervisors who favor more empowering behaviors. A total of 739 participants with various occupations from different companies that have implemented CI processes filled out the Spanish version of the Leader Empowering Behavior Questionnaire (LEBQ-sp). Two different subsamples were used to test the relationships between the LEBQ and job satisfaction and CI, by means of Pearson’s correlation coefficient and analysis of variance, making it possible to provide evidence about the validity of the Spanish LEBQ. The confirmatory factor analysis supported the original structure of the six-factor model. The factors show a high level of internal consistency, as well as sufficient convergent and discriminant validity. Moreover, the results show that the more companies invest in formal CI programs, the more important it is for their leaders to adapt their behavior by displaying more EL. The LEBQ-sp is a valid and reliable instrument for use in research and a useful tool for applied purposes in the context of Spanish-speaking countries.

School leadership, teacher’s psychological empowerment and work-related outcomes

PurposeThe purpose of this paper is to examine the mediating effect of teacher’s psychological empowerment between school leadership style and teachers’ work-related outcomes.Design/methodology/approachA total of 711 teachers from 31 Estonian schools were surveyed with a questionnaire measuring four dimensions of psychological empowerment (competence, meaning, self-determination and impact), school leadership characteristics (leadership style, leader’s empowering behavior and trust in leader) and teacher’s work-related outcomes (job satisfaction and workplace attachment). AMOS path analysis was used to investigate the direct and indirect relations between the teachers’ perceptions of school leadership, their psychological empowerment and their workplace attachment and job satisfaction.FindingsThis study found that psychological empowerment (subscales meaning and impact) mediates the relationship between perceived leadership empowerment behavior and teachers’ work-related outcomes. Also, the psychological empowerment (meaning and impact) mediates the relationship between perceived leadership style and teachers’ work-related outcomes. Trust in the principal has direct and indirect effect (through psychological empowerment) on job satisfaction, whereas there only seems to be indirect effect on workplace attachment through two components of psychological empowerment.Practical implicationsThe mediating role of psychological empowerment includes an important message for school principals – in order to empower employees it is not sufficient to merely delegate formal power and decision-making rights. To facilitate the development of psychological empowerment, it is important to provide employees with an opportunity to experience agency, to experience that their voice and opinions are taken into account (perceived impact) and the purpose and targets of the whole organization are discussed with the employees and formulated in collaboration with them (perceived meaning).Originality/valuePsychological empowerment as a mediating variable has not been widely researched, especially in school environment. The results will provide important signals for school principals, where and how to find leverage to improve teachers’ job satisfaction and workplace attachment.

How store managers can empower their teams to engage in constructive deviance: Theory development through a multiple case study

In this paper, we explore how leaders enable constructive deviance in teams they manage. We report on a qualitative field study of two hierarchical layers of store management in 17 supermarket store teams. We focus on the emergence of constructive deviance – better ways of creating value by departing from common ways of working – and how store leaders can enable this behavior. Our inductive analysis from the multiple case data suggests that store management can enable constructive deviance by combining empowering leadership behaviors with adequate levels of contingent reward and monitoring behaviors. These findings allow us to develop new hypotheses about the linkages between constructive deviance, psychological empowerment, and leadership. We detail implications for store management and we describe several future research opportunities on the concept of constructive deviance, its enablement through empowering leadership, and the relationship between organizational norms and constructive deviance.

Disentangling the relationship between empowering leader behaviors and adaptive performance in work teams

When teams operate in a dynamic and complex environment, their ability to adapt to changing demands is crucial for organizational success. The aim of this study is to investigate the role of empowering behaviors exhibited by team leaders in team adaptive performance by taking into account the mediating role of shared leadership displayed by team members and the moderating effect of access to resources. Data were collected from 82 work teams (i.e., 394 members and 82 immediate supervisors) in a public safety organization. Results of path analyses show that the relationship between empowering leader behaviors and team adaptive performance is mediated by shared leadership. Moreover, we found that the relationship between empowering leader behaviors and shared leadership is moderated by access to resources, such that this relationship is stronger when the level of access to resources is high. Overall, the findings shed light on the process through which team leaders can enhance the adaptive performance of their team.

Who Gains the Opportunity for Voice? The Role of Leader Empowering Behavior and Promotion Focus

Previous research regarding voice antecedents has predominantly focused on the employees’ personality traits. However, little research exists concerning antecedents specific to employees’ behaviors...

The forming mechanism of leader empowering behavior based on goal theory

The forming mechanism of leader empowering behavior based on goal theory

Exploration or Exploitation？The Impact of Empowering Leadership on Ambidextrous Innovations for Medium-Sized Enterprises in China: The Moderating Role of Managerial Ties

The study focuses on the impact of empowering leadership on the ambidextrous innovation of SMEs in emerging economies. There are two types of definitions for ambidextrous innovation on the strategic perspective, balance and trade-off. In this article, we only discuss trade-off for the ambidextrous innovation of enterprises. On the one hand, we studied the influence mechanism of the empowering leadership behavior of SMEs on the ambidextrous innovation of SMEs in emerging economies, with the sample in China. On the other hand, the paper also reveals the role of managerial ties of leaders on the empowering leadership and ambidextrous innovation. Through the questionnaire survey and data analysis, we concluded that the leader’s managerial ties could moderate the relationship between the empowering leadership and the SMEs' ambidextrous innovation willingness. The conclusions of this study provide a reference for the further development and reform of SMEs in China and other emerging economies. Keywords: SME; Empowering leadership; Ambidextrous innovation; Managerial Ties DOI : 10.7176/EJBM/11-16-05 Publication date :June 30 th 2019

Empowering leadership and job performance: mediating role of psychological empowerment

PurposeThe purpose of this paper is to check the effects of empowering leadership on job performance of employees through the mediation of psychological empowerment.Design/methodology/approachPrimary data were gathered from 418 Indian banking employees. Statistical techniques like factor analysis, multiple regressions and bootstrapping via PROCESS were used to analyze the data.FindingsInitially, the results of multiple regression analysis revealed that empowering leadership behaviors have positive influence on psychological empowerment and job performance of subordinates. Further, bootstrap analysis revealed that the individual dimensions of psychological empowerment serially mediate the effects of empowering leadership behaviors on subordinates’ job performance.Research limitations/implicationsThe study indicates that the empowering leadership style is not applicable to Western culture only, but it is also very effective in high power distance cultures like of India. The major limitation of the study is that the data have been gathered from a single source. This may lead to common method variance.Practical implicationsIn banking context, empowering leadership can improve the performance of employees by means of psychological empowerment. Training should be provided to organizational leaders in banks with special focus on facilitating the empowering behaviors among them.Originality/valueThe research studies on measuring the effects of empowering leadership on job performance through mediation of psychological empowerment are very limited.

Workplace Bullying and Medically Certified Sickness Absence: Direction of Associations and the Moderating Role of Leader Behavior.

The aim of this study was to determine (1) associations between workplace bullying and subsequent risk and duration of medically certified sickness absence, (2) whether employees’ perceptions of supportive, fair, and empowering leader behavior moderate the association between bullying and absence, and (3) whether prior sickness absence increases the risk of being a new victim of bullying. Altogether, 10,691 employees were recruited from 96 Norwegian organizations in the period 2004–2014. The study design was prospective with workplace bullying and leader behavior measured at baseline and then linked to official registry data on medically certified sickness absence for the year following the survey assessment. For analyses of reverse associations, exposure to bullying was reassessed in a follow-up survey after 24 months. The findings showed that workplace bullying was significantly associated with risk (risk ratio = 1.23; 95% CI = 1.13–1.34), but not duration (incidence rate ratio = 1.05; 95% CI = 0.89–1.25) of medically certified sickness absence after adjusting for age, gender, and supportive, fair, and empowering leader behavior. None of the indicators of leader behavior moderated the association between bullying and sickness absence (both risk and duration). Adjusting for baseline bullying, age, and gender, prior long-term sickness absence (>21 days) was associated with increased risk of being a new victim of bullying at follow-up (odds ratio = 1.86; 95% CI = 1.28–2.72). Effective interventions toward workplace bullying may be beneficial with regard to reducing sickness absence rates. Organizations should be aware that long-term sickness absence might be a social stigma as sick-listed employees have an increased risk of being bullied when they return to work.

Leader Empowering Behaviors and Psychological Empowerment as Perceived by Young Hospital Staff Nurses: A Pilot Study

Introduction: Empowerment has become an important concept in nursing that has gained acknowledgment in theories and practice of leadership and management. A positive organization espouses empowerment to attract and retain employees. While it is not new to nursing, there is little published research on empowerment among nurses in the Philippines. This study aimed to measure young staff nurses’ perception of leader empowering behaviors and psychological empowerment.Methods: This study used a cross-sectional survey design participated by 44 conveniently chosen staff nurses in a private teaching and training hospital in Iloilo City, Philippines. The participants were asked to answer 5-point Likert scale questions utilizing adopted instruments. Descriptive and non-parametric statistical stools were used with Mann-Whitney U test to determine differences and Spearman’s rank correlation to establish relationship between variables.Results: Overall, young staff nurses perceived their leaders’ behaviors to be highly empowering (M=3.89). Staff nurses also had a high level of psychological empowerment (M=4.07). Leader empowering behaviors was significantly related to staff nurses’ perception of psychological empowerment (p=.001). Staff nurses’ level of psychological empowerment were significantly different in terms of employment status (p=.020) and years of work experience (p=.014).Conclusion: This study highlights the positive influence of the empowering behaviors of leaders in enhancing staff nurses’ level of psychological empowerment. It is vital for nurse managers to continually demonstrate leadership behaviors that empower staff nurses at the unit level.