Leadership Empowerment Research Articles

Leadership empowerment behavior and employee referrals: chain mediation of perceived challenge stress and employee experience

Purpose Internal employees of firms are a reliable source of information for potential job seekers. However, few studies have focused on why internal employees actively recommend their firms. Based on the social exchange theory, this study aims to construct a chain mediation model using perceived challenge stress and employee experience as mediators to explore how leadership empowerment behavior affects employee referrals. Design/methodology/approach Bootstrap repeated sampling analysis was conducted on a sample of 307 employees collected through two-time points. Findings Leadership empowerment behavior is positively related to employee referrals; perceived challenge stress and employee experience mediate the effect of leadership empowerment behavior on employee referrals, respectively; in addition, perceived challenge stress and employee experience play a chain mediating role between leadership empowerment behavior and employee referrals. Originality/value The findings can help provide insight into the drivers of employee referrals and can effectively guide organization reputation management.

Empowering leadership and organizational exploration: the role of preoccupation with failure and leader gender

PurposeOrganizational exploration has recently emerged in the literature as an essential aspect of contemporary organizations. However, little is known about its antecedents and, specifically, the role of contemporary leadership styles. The present study investigates the relationship between empowering leadership and organizational exploration. In addressing this relationship, we examine preoccupation with failure and leader gender as a mediator and a moderator, respectively.Design/methodology/approachWe collected data from a sample of 326 US employees in March 2022. To test the present hypotheses, we used the PROCESS SPSS macro.FindingsOur results supported our moderated mediation model, demonstrating that the indirect relationship of empowering leadership with organizational exploration via preoccupation with failure is stronger for male leaders than for female counterparts.Practical implicationsConcerning the practical implications of this study, organizations should be cognizant of empowering leaders’ impact on desirable outcomes. Additionally, organizations should promote preoccupation with failure to ameliorate organizational exploration. Preoccupation with failure can be achieved when error reporting is encouraged by organizations and supervisors and when a culture that promotes constructive feedback is established.Originality/valueThe present study offers novel insights into the underlying mechanisms and boundary conditions through which empowering leadership relates to organizational exploration. Additionally, it fills a gap in the literature concerning the relationship between empowering leadership and preoccupation with failure. Moreover, it adds to prior research regarding the outcomes of preoccupation with failure, filling the gap regarding the relationship between preoccupation with failure and organizational exploration. Lastly, it expands limited research focused on leader gender as a condition under which the effect of contemporary leadership styles could be enhanced or mitigated.

Linking empowering leadership to employee work-behaviors in the hospitality context: The role of harmonious work passion as a mediator

Empowerment initiatives have gained significant acclaim in hospitality scholarship for improving employees’ related work outcomes. Based on self-determination theory, this study explores the role of harmonious work passion (HWP) as a mediator in the relationship between empowering leadership (EL) and employee work-behaviors. Data from 252 hotel employees were collected and analyzed using the structural equation modeling technique. The findings provide important insights for hospitality managers to enhance critical employee work behaviors by fostering EL and HWP in their organizations. This study extends the literature on EL and HWP which are still under-researched but growing in the hospitality sector.

How narcissism, promotion criteria, and empowering leadership jointly influence creativity through diverse information searching: An expectancy perspective

While narcissism is commonly regarded as a dark personality trait associated with many negative outcomes, it also carries potential benefits. How to suppress the negative aspects of narcissism and promote its benefits has important implications for both scholars and practitioners. This study proposes two managerial practices (i.e. promotions based on relative performance and empowering leadership) that motivate employees with high narcissism to bring benefits to the workplace. Drawing on expectancy theory, we theorize that narcissism, promotions based on relative performance, and empowering leadership each influence valence, instrumentality, and expectancy, respectively, thereby driving diverse information searching, which indirectly increases radical and incremental creativity. The results of a multi-time and multi-source field study of 462 employees on 88 teams indicate that narcissism is positively associated with diverse information searching when team leaders evaluate promotions based on relative performance and empower narcissistic employees. Moreover, there is an indirect relationship between a three-way interaction (i.e. narcissism × promotions based on relative performance × empowering leadership) and radical and incremental creativity via diverse information searching. We conclude by discussing the theoretical and practical implications of these findings, offering insights into more effective management of employees with high narcissism at work.

The Curvilinear Relationship Between Empowering Leadership and Team Performance: A Self-Regulatory Perspective

Although previous research demonstrated that empowering leadership has both positive and negative impacts on team consequences, our current knowledge of the processes by which and the conditions under which empowering leadership promotes or hinders team performance remains limited. Drawing on the too-much-of-a-good-thing (TMGT) effect and the team self-regulatory perspective, our findings, backed with a time-lagged and multi-source survey, suggested that empowering leadership has a curvilinear impact (i.e., inverted U-shaped) on team performance through team reflexivity, and this impact is contingent on team performance-approach goal orientation. We discuss the implications of our findings from both theoretical and practical perspectives.

Employees' taking charge behavior and empowering leadership: the role of leader trust in employees and risk propensity

Purpose Previous research has mainly focused on the outcomes of empowering leadership, and empirical evidence on how to encourage leaders to display empowering behaviors has been overlooked, particularly from an interpersonal perspective.Design/methodology/approach Based on the integrative model of organizational trust, we investigate the relationship between employees' taking charge behaviors and empowering leadership considering the mediating role of leader trust in employees and the moderating role of risk propensity.Findings The results indicate that taking charge is positively associated with leader trust in employees, which influences the development of empowering leadership. Additionally, leaders' risk propensity moderates these relationships, that is, a higher level of risk propensity can enhance the promoting effect of leader trust on empowering behaviors.Originality/value This study explores the antecedents and mechanisms influencing empowering leadership and proposes the moderating effect of risk propensity. The findings not only clarify how and why employees' taking charge behaviors can stimulate empowering leadership but also offer a more comprehensive understanding of the antecedents of empowering leadership.

Job Resources and Core Self-Evaluation as Predictors of Nurse Engagement and Patient-Safety Outcomes: A Longitudinal Study

Background. Work engagement and patient-safety outcomes in nursing practice are critically significant. However, most previous studies evaluating antecedents of work engagement and patient-safety outcomes have used cross-sectional designs. Aims. To investigate the effects of job resources (organizational support and leader empowerment) and core self-evaluation on nurses’ work engagement and patient-safety outcomes. Methods. This longitudinal study surveyed 2,618 registered nurses from 17 public hospitals in XuZhou, China. Participants completed self-report questionnaires on organizational support, leader empowerment, and core self-evaluation at baseline. Work engagement and patient-safety outcomes were collected 18 months after the baseline. The mixed linear regression and Johnson–Neyman statistical analysis were used to analyze data. Results. Organizational support was an outsize predictor of nurses’ work engagement, followed by core self-evaluation and leader empowerment. Organizational support and core self-evaluation were equally crucial for predicting patient-safety outcomes. Moreover, the positive impact of leader empowerment on patient-safety outcomes became significant when the core self-evaluation score was below 51. Conclusions. This study demonstrated that organizational support, leader empowerment, and core self-evaluation are important determinants of nurses’ work engagement and patient-safety outcomes. Implications for Nursing Management. Hospital managers and nurse leaders should consider providing multiple supports to motivate staff nurses to engage in work. When nurses’ core self-evaluation is low, empowering training for nurse leaders should be essential to reduce adverse patient events.

From identification to innovation: how empowering leadership drives organizational innovativeness

Purpose Empowering leadership has a wide range of positive individual employee-related outcomes. However, a limited number of research studies are available emphasizing the overall organization-related outcomes. The major aim of this study is to delve into the function of organizational identification and intellectual capital (structural, relational and human) in mediating the relationship between empowering leadership and organizational innovativeness. Depending upon the resource-based view theory, this study comprehensively investigates the sequential effects of empowered leadership on the mediating roles of organizational identification and intellectual capital in organizational innovativeness.Design/methodology/approach Data were gathered through a self-administered questionnaire, which got 337 responses from telecom employees. To evaluate the hypotheses, the data were analyzed in SEM-M-Plus using exploratory and confirmatory factor analyses.Findings The findings demonstrate that empowering leadership impacts organizational innovativeness with the sequential mediation of organizational identification and intellectual capital (structural, human and social).Practical implications Organizations can identify and encourage leaders who exhibit empowering behaviors such as delegating responsibilities, providing autonomy and fostering a sense of ownership among employees. Also, organizations can foster intellectual capital by providing opportunities for learning, training and development. Additionally, knowledge sharing and collaboration can help to enhance the intellectual capital of employees.Originality/value While much research has been conducted on empowering leadership, the continued development of knowledge and the emergence of new perspectives related to identification and intellectual capital highlights the importance of exploring alternative paths that have been overlooked. Therefore, there is a pressing need to conduct research that takes into account these additional factors.

In search of digital solution sellers: the role of non-monetary motivation and empowering leadership behaviors

Many B2B companies are trying to gain a competitive advantage by leveraging digitally-enabled, value-creating solutions. For this, they need to modify their sales force and re-consider what “talent” is. While the skills of digital solution sellers have been explored in the literature, much less is known about the motivational profile the new type of salesperson needs. Therefore, we explore the role of non-monetary drivers of motivation and sales supervisor empowerment. Drawing on Self-Determination Theory (SDT) and using data from 178 salespeople of a B2B company, this study investigates the impact of learning orientation, task enjoyment, challenge seeking, and service-to-others motivation on task-specific Digital Solution Selling (DSS) Implementation motivation. The results show the importance of these general non-monetary motivations for selling digital solutions and the stimulating force of sales leader empowerment. The general non-monetary motivations partially mediate the positive impact of sales leader empowerment on a salesperson’s task-specific DSS implementation motivation.

ADAPTASI ALAT UKUR EMPOWERING LEADERSHIP PADA KARYAWAN GENERASI Z

Empowering leadership is a leader who can influence the potential of individuals and teams to be creative and give autonomy to organizational employees. Empowering leadership has two dimensions, namely autonomous support and developmental support. Using instruments in different cultural backgrounds requires an adaptation process so that measurement results are valid and reliable. Still, until now, there has been no research on the adaptation of empowering leadership measuring instruments in Indonesia. This study aims to obtain and test a standardized Indonesian version of empowering leadership instruments. The adaptation process uses a structural equation model (SEM). Quantitative techniques were used in this study. Data was collected through the distribution of questionnaires online. Based on the results, it can be concluded that the results of this study show evidence of validity and reliability of 0.938 with Cronbach Alpha > 0.8 criteria entering an excellent and adequate scale but can still be improved by making certain modifications so that it can be a better measuring tool when applied to look at the phenomenon of empowering in employees.

Empowerment of Women's Leadership Through Various Technical and Vocational Education and Training (TVET) Programmes

This systematic literature review identifies women's leadership empowerment through various Technical and Vocational Education and Training (TVET) programmes. Women in leadership positions offer numerous advantages and play a crucial role in achieving gender equality and fostering a more inclusive and prosperous society. 20 articles based on qualitative and quantitative research from prominent research platforms such as Scopus, Directory of Open Access Journal (DOAJ), and Google Scholar were analysed using PRISMA guidelines. The review determines nine training programme domains and their impact on the development of women's leadership, such as Change Management, Coaching and Mentoring, Conflict Resolution, Communication Skills, Gender Equality, Inspiring workers, LeadingInnovation, Problem-solving, and Project Management. The findings reveal the significance of implementing and expanding specialised TVET programmes to ensure women's active participation and leadership in various sectors. This study highlights the transformative potential of TVET in empowering women and calls for further research and policy development in this field.

Understanding the Role of Organizational Confidence on the Culture of Teacher Leadership in Public Schools in the Philippines

The purpose of this study is to understand the role of organizational trust on the culture of teacher leadership in selected public-schools in the Philippines. The study utilized a qualitative research design involving public-school principals in Schools Division Marikina, Marikina City. Findings revealed that one of the leading themes that stood out in the responses was that teacher leadership is a skill that needs continuous development. The participants said that teacher leadership is being observed when school tasks are being properly managed and when there is a harmonious work environment in the institution. The most dominant challenges are the reluctance of teachers to accept challenging tasks, low self-confidence, and lack of compassion. Participants shared unique characteristics of leadership empowerment, such as being transparent, honest, responsible, and considerate. The majority of the participants agreed that organizational confidence can be achieved through teacher empowerment. Participants also stated that it is time for the organizational confidence to be established in order to effectively render a good quality education in the Philippines. Findings also revealed that being a good listener is a key factor in advocating teacher leadership and that building a working environment wherein everyone will have their own opportunity to experience leadership is also one the recommendations mentioned by the participants.

Analysis of The Influence of Leadership Empowerment on Performance Through Psychological Empowerment and Satisfactionon Functional Officer in The Office Regent of Simalungun

Analysis of The Influence of Leadership Empowerment on Performance Through Psychological Empowerment and Satisfactionon Functional Officer in The Office Regent of Simalungun

Does empowering leadership enhance employee agility? A serial mediation model

PurposeOrganizational success in a dynamic environment demands leadership and agility. The extant literature on employee agility needs more empirical evidence and appropriate theoretical explanations. This study aims to contribute to the literature by bringing empirical evidence to understand the intervening mechanisms through which empowering leadership influences employee agility and to suggest alternate theoretical explanations.Design/methodology/approachThe mediating role of knowledge-sharing behavior and psychological safety is examined using quantitative data from a sample of 924 employees working in India's information technology industry.FindingsFindings reveal that empowering leadership contributes to psychological safety at the workplace, promoting employees' knowledge-sharing behavior and leading to employee agility. The findings are globally relevant and theoretically consistent.Research limitations/implicationsThe phenomenon is explained in two ways. Firstly, by combining the structural empowerment and motivation perspectives, and secondly, by combining the conservation of resources and social exchange perspectives.Practical implicationsThe findings imply that psychological safety and knowledge-sharing behavior can be used as leading indicators to prepare the organization for success in a dynamic and volatile environment.Originality/valueThis study is one of the earliest attempts to explain the mediating mechanism between empowering leadership and employee agility using serial multiple mediations. Further, this study combines different theoretical perspectives to present the findings more logically.

The role of the nursing coordinator and the leadership style in the Italian healthcare organizations.

The leadership of the Nursing Coordinator is essential to ensure quality care and to empower the nursing staff. To identify the leadership style used by the coordinator as nurses and the support staff perceive the leadership behaviors of the coordinator. Data were collected through an online questionnaire including the Empowering Leadership Questionnaire. Positive associations were recorded between participants' satisfaction levels and high standards of job performance (p<0.001), being a good example for the whole group (p=0.004) and to encourage sharing ideas and suggestions (p=0.003), hearing ideas and suggestions (p=0.013), giving the opportunity to express their opinions (p=0.046); in the "Coaching" dimension, according to attitudes to help the group to become aware (p<0.001), among all group members (p=0.044); by focusing on their goals (p<0.001); in the "Informing" dimension according to levels and attitudes to explain decisions (p<0.017) and rules and expectations (p=0.046); in the "Showing Concern/Interacting with the Team" dimension according to attitude in personal problems (p<0.028); to discuss concerns (p=0.033); to show interest (p<0.040) and to chat with members (p=0.003). Negative association was registered between the ability to make decisions based solely on the coordinator's ideas (p=0.010), ability to pay attention to the group's efforts (p<0.015). The role of the Nursing Coordinator within the work setting is very fundamental. The latter must be able to guarantee, through good leadership, a serene work environment so that professionals can provide optimal care to patients and safeguard their profession.

THE PHENOMENON OF DISCOMFORT TOWARD ORGANIZATIONAL CHANGE MODERATED BY EMPOWERING LEADERSHIP

Organizational change is an inevitable demand in the era of globalization. These changes can lead to discomfort, which can reduce organizational commitment in each member of the organization. It can happen because everyone in the organization is forced to leave their comfort zone to face new situations. The study was conducted to determine the phenomenon of discomfort in educational organizations that are making changes to the organization and whether this phenomenon influences the work commitment of organizational members. The empowering leadership variable will then moderate the relationship between the two variables. Empowering leadership is a leadership method in which a leader provides opportunities for subordinates to be independent at work (autonomy) and provides development opportunities. This study uses a questionnaire method in data collection and gets 255 respondents from Ciputra school foundations in Indonesia. This study uses SPSS as software in data processing to obtain research results. Based on the results of this study, discomfort does not have a significant impact on respondents who have a high level of commitment but can increase commitment if given empowering leadership. Discomfort cannot have a negative impact on organizational commitment because the majority of respondents' profile factors have strong organizational values, so they have built a commitment to schools. The research results can certainly be implemented by relevant organizations when they want to make organizational changes. Empowering leadership, which has a positive impact on commitment, is useful for accelerating change and keeping members of their organization.

Epistemological extension of situation strength theory to assess intrapreneurial behaviour

Purpose The determination of human behaviours due to individual characteristics (personality traits) or situational factors has long remained inconclusive. Although the literature stream on personality as the determinants of behaviour is voluminous, the interest of researchers is also growing towards organisational situational cues as the determinant of behaviours. According to situation strength theory (SST), behaviours are determined by situations in strong situations and by personality in weak situations. This study aims to propose a theoretical model of intrapreneurial behaviour (IB) emanation from empowering leadership (EL) by extending the epistemology of SST under the influence of organisational strong situations of job autonomy (JA) and perceived organisational support (POS). Design/methodology/approach Using SST, the present study argues that strong situations play a key role in determining human behaviours, and the same can be viewed deductively to assess IB. Findings The study attempts to propose whether EL is capable of predicting IB under the strong situation effect of JA and POS while dampening the impact of human personality characteristics. Originality/value The current study offers a significant departure from current human resource practices in person-situation dialectics, moving away from personality assessments and toward the creation of cues from strong situations for fostering human behaviour. As a result, personality researchers are being encouraged to conduct a reality check on the extensive personality research conducted in occupational settings. Considering organisational situational cues can impact human resource scope in areas such as talent management, selection, promotion and employment.

Combatting the “great discontent”: the impact of employability culture and leadership empowerment on career growth, loyalty and satisfaction

PurposeMotivated by the organizational challenge coined the great discontent, employees are dissatisfied with their jobs, see minimal opportunities for growth and are actively searching for new roles. This research aims to take a novel approach to internal communication strategy by introducing employability culture and leadership empowerment as mechanisms for supporting employees' career growth and additional positive workplace outcomes.Design/methodology/approachAn online survey was designed and administered in the United States. The final sample size includes 425 full-time employees working in a variety of roles, industries and work arrangements.FindingsFindings point to the inherent need for revised internal communication strategy that goes beyond managing and disseminating information. Organizations must develop cultures and their leaders in ways that empower employees and help them understand the meaning of their work. Employability culture, or an organization's support for developing employees' adaptive skills as work roles change, positively predicted employees' perceptions of their career growth opportunities at their current place of employment, employee loyalty and engagement, and job satisfaction. Leadership empowerment behaviors also positively predicted all previously listed workplace variables. These perceptions as influenced by work arrangement (onsite, hybrid, fully remote) and younger versus older generations were also analyzed.Originality/valueResearch findings offer new strategies for internal communications. Internal communication teams can partner alongside executive leadership to develop a culture that helps employees envision how their skills and expertise translates to different areas of the organization, empowering them to find meaning in their work, and be driven to support organizational growth.

Emotions Interact With Empowering Leadership to Reduce Counterproductive Work Behavior

Getting a grasp of the psycho-affective processes and social anomie leading to counterproductive work behavior (Fox &amp;amp; Spector, 2006) represents a major challenge for researchers and organizations. The Cameroonian context is characterized by widespread impoverishment, which incites some officials to divert the objectives of the prescribed work to their personal interest, with no regard to the damage caused to either the organization or its members (Nyock Ilouga et al., 2018). This study examines the mediating role of emotions in the relationship between empowering leadership and counterproductive work behavior. 156 civil servants of both sexes were selected to complete a questionnaire which includes both the Empowering Leadership Questionnaire (Arnold et al., 2000) and the Job Affective-relative Work questionnaire (Van Katwyk et al., 2000). Our results suggest that the emotions felt by employees mediate the effect of perceived empowering leadership on the counterproductive behavior that employees manifest at work.

Unveiling the Influence of Empowerment Leadership on Employee Loyalty: the Mediating Role of Employee Trust and Job Satisfaction

This study examines the influence of empowerment leadership on employee loyalty under the mediating roles of employee trust and job satisfaction among medical staff at the private healthcare system. The investigation was conducted by surveying 374 doctors, nurses, and other medical staffs within 19 cities/provinces in the south of Vietnam. The SmartPLS software was used to conduct the partial least squared structural equation modeling (PLS-SEM) technique. The findings from the PLS-SEM analysis reveal that empowerment leadership has a direct positive influence on the employee loyalty to the organization of medical staff as well as a positive impact on intermediate variables such as employee trust and employee job satisfaction. On the other hand, the intermediate variables employee trust and employee job satisfaction also have a positive impact on the employee loyalty toward the organization. This research not only contributes to the existing body of knowledge by evaluating the relationship between employee trust, empowerment leadership, job satisfaction, and employee loyalty but also offers valuable recommendations for the management board of private healthcare organizations in southern Vietnam.