Leadership Empowerment Research Articles

임파워링 리더십이 조직구성원의 혁신업무행동 및 직무열의에 미치는 영향

Purpose – This research shows the understanding of influencing relationship between empowering leadership and innovative task action and job engagement, to the office workers in corporation and provides implements based on the mediating role in job crafting and those relationships Design/Methodology/Approach – To verify this, the survey was given to office workers in domestic corporation. Total 200 copies were given, and AMOS 21.0 was used to statistical analysis. Findings – Empowering leadership was found to have a positive effect on innovative task action, job engagement, and job crafting. Job crafting was found to have a positive effect on innovative task action, job engagement. Job crafting was found to have a complete mediating effect in the relationship between empowering leadership, innovative task action, and job engagement. Research Implications – For the success of the organization, leaders must exercise empowering leadership to empower members of the organization to make decisions on their own and give them the opportunity to challenge new tasks

A Healthy Employee: How Empowering Leadership Affects Followers’ Psychological Health via Organization-Based Self-Esteem

Purpose – The purpose of the present study is to examine the potential effect of empowering leadership on followers’ psychological health via organization-based self-esteem (OBSE) under the lens of conservation of resources theory. Design/Methodology/Approach – Data were collected from 279 full-time Korean employees working in various industries and occupations through an online survey. Structural equation modeling and bootstrapping were used to verify the indirect effect of empowering leadership on employees’ psychological health. Findings – Empowering leadership was positively related to followers’ OBSE, which in turn related to four different types of psychological health: positive affect, life satisfaction, depression, and burnout. Research Implications – Employees’ well-being has been overlooked in empowerment literature. The findings advance the understanding of how empowering leadership could affect followers’ psychological health, highlighting the importance of resource gains. OBSE as an important psychological resource contributes to improving employees’ well-being.

Effect of Leadership Empowerment on Personnel Creativity in Projects: Moderating Role of Project Culture and Mediating Role of Creative Self-efficacy

Empowering leadership substantively encourages employee creativity and enhances intellectual capital. This study focuses on exploring the impact of leadership empowerment on personnel creativity through moderating the role of project culture and mediating the effect of creative self-efficacy across project-based IT organizations. The questionnaires were distributed to collect data from 264 leaders and subordinates serving in different project-based firms. Convenience sampling was incorporated for data collection from the software houses within the capital of Pakistan (Islamabad). The empirical findings from the descriptive statistical analysis demonstrated that empowering leadership has positively influenced personnel creativity in the projects. Further, the results revealed a significant role of creative self-efficacy as a mediator in boosting human capital within project-based IT organizations. However, the moderating role of the project culture is substantiated to be insignificant in influencing the relationship between empowering leadership and employee creativity.

Virtual leaders: Can customizing authoritarian and democratic business leader avatars influence altruistic behavior and leadership empowerment perceptions?

This study investigated how avatar customization activated leadership styles which may influence subsequent altruistic behavior. Participants (N = 222) engaged in a resource allocation task after customizing avatars that combined their physical self with the traits of democratic or authoritarian business leaders relative to a control condition. Authoritarian condition participants showed decreased altruism than those in the democratic condition. Additionally, participants attributed increased leadership empowerment to their customized avatars but not to themselves. The findings supported the assumption that business leader primes can influence individuals’ behavior and provided initial evidence for how avatar customization can exert priming effects on altruism and social perceptions. Future research avenues for this line of research are further discussed.

Angels, demons and empowering leadership: simultaneous compensatory links to work role performance

PurposePrior research indicates that empowering leadership has simultaneous contradictory effects on work performance. This study aimed to explore contradictory mechanisms through which empowering leadership is related to work role performance behaviors.Design/methodology/approachThe sample was composed of 274 professionals from five IT companies located in the Baltic area. OLS regression analyses were performed using MEDCURVE for SPSS 23.0.FindingsEmpowering leadership is positively related to work role performance behaviors; additionally, perceived uncertainty mediates the relationship between empowering leadership and work role performance behaviors, with the relationship between empowering leadership and uncertainty having a curvilinear U-shape (concave upward). That is, although empowering leadership is positively related to work role performance, the relationship between empowering leadership and work role performance though uncertainty becomes non-significant at high levels of empowering leadership.Originality/valueThis is one of the first studies to demonstrate that empowering leadership is related to work performance through simultaneous compensatory mechanisms. Moreover, this study provides evidence about the curvilinear relationship between empowering leadership and performance through uncertainty (previously unknown).

ANALISIS MODEL EMPOWERING LEADERSHIP DALAM OPTIMALISASI DI ERA NEW NORMAL PADA ENVY RESTAURANT

The business sector at this time has severe challenges, due to the lack of income earned which gives a threat to the sustainability of a business. At this time the company leader is expected to be able to apply the right leadership and is expected to be able to encourage employees to contribute more. The purpose of this study is to examine the Empowering Leadership model in optimization in the New normal Era in one of the business fields engaged in the sale of food and beverage products, namely Envy Restaurant. This study uses qualitative and quantitative types of data, using data collection techniques through interviews, observations, and documentation. The informants in this study were 6 people chosen using purposive sampling techniques. The results of this study found that leaders at Envy Restaurant implemented empowerment to employees in the form of support that was seen from certain aspects such as employee motivation, trust and self-efficacy

EFFECTIVE LEADERSHIP AND ITS IMPACT ON INDUSTRIAL SAFETY AND OCCUPATIONAL HEALTH. A SYSTEMATIC REVIEW OF THE RESEARCH PERFORMED

ABSTRACT: Occupational health and safety are important components in the workplace. Ineffective leadership in occupational safety and health can lead to a loss of productivity, undermining the economic benefits of the activity and, ultimately - and more significantly - can lead to serious accidents or even deaths, as well as an insufficient physical and mental workers health. Thus, the main objective of this study is to identify, collect and evaluate relevant research work on leadership and its impact on job safety in various economic sectors. This systematic review has focused on analyzing the role of business leadership and its relationship with job safety in the studied economic sector, using the PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) methodology. The Web Of Science Database (WOS) and SCOPUS were consulted. Studies were selected by using predefined fields. Thus, 1,256 articles were collected, 259 duplicate articles were eliminated, after reading the title and abstract, 961 articles were excluded, and, finally, in 36 articles the full text were analyzed, discarding 26 articles finally. The results show that safety, transformational leadership have been among the most researched and to a lesser extent empowerment leadership. They have also been related to variables that intervene in the influence of the leader over the follower in terms of occupational safety. The work areas in which leadership and occupational safety have been studied covering the last 5 years, was the following sectors: construction, industrial equipment, railway, aeronautic, metallurgy, electrical power and tourism. Keywords: Leadership, industrial safety, occupational health, methodology, operations management.

Is job autonomy really a blessing for empowering leadership–intrapreneurial behaviour nexus?: empirical evidence for situational strength theory

PurposeIn this study, the situation strength theory (SST) has been applied to assess the predictability of empowering leadership (EL) in explaining intrapreneurial behaviour (IB) under the strong situation effect of job autonomy (JA).Design/methodology/approachThe proposed theoretical framework was assessed using cross-sectional survey data from 237 engineers employed in Pakistan's automotive firms. Covariance-based structural equation modelling (CB-SEM) was used to analyse the survey data.FindingsThe study's results revealed a positive relationship of EL with JA and IB. Drawing from the conceptualisation of SST, JA serves as an organisational strong situation by offering sufficient cues and significantly intensifies the relationship between EL and IB.Practical implicationsThe study contributes by establishing the requirement of strong organisational situations for nurturing IB in organisations. The study's outcomes are useful for academia, practitioners and industry to identify strong situations for employees' organisational behavioural outcomes like IB to dampen the personality impacts of employees on organisational processes. Hence, the study offered a major shift or an alternative in existing human resource practices, from personality assessments to creating cues from strong situations for fostering human behaviours. This will impact organisational human resource management scope during talent management, selection, promotion and employment.Originality/valueThe present study is novel from the IB investigation due to situational response in organisations, as assessed by employees. The study contributes towards SST by extending its epistemology to explain IB as an outcome of EL. The present study offers important empirical evidence for the role of the strong organisational situation of JA.

The impact of various safety leadership styles on construction safety climate: A case of South India

The Indian construction industry is the second-largest job-providing sector in the country, which comprises many investments. According to the International Labour Organization (ILO) report, India is a significant contributor to construction site accidents and fatalities among world nations. The poor Safety Leadership (SL) style and the diminished leader’s commitment to quality safety outcomes have caused misfortunes in construction sites. This paper aims to identify the impact of various safety leadership styles on the Organisational Safety Climate (OSC) predictors and propose a conceptual model explaining the relationship between SL styles and OSC. The study identifies six leadership styles from the works of literature: Leader-Member Exchange (LMX), Distributed leadership, Contingent reward, Laissez-faire leadership, Management-by-exception, and Superior’s empowerment leadership. Structured questionnaires were circulated for data collection among construction professionals working in metropolitan cities in south India. The collected data were analysed using the stepwise regression analysis and Structural Equation Model (SEM) analysis to identify the SL styles influencing OSC predictors. The findings revealed that four out of six SL styles are optimistic. On the other hand, two of them are pessimistic, namely laissez-faire leadership and management-by-exception leadership style, which leads to an increase in construction site misfortunes. The outcome of this study helps the top-level management personnel build and develop a positive safety leadership trait to achieve quality safety outcomes of the construction organization.

Interactional justice and cognitive rumination explain effects of empowering leadership on home life

Based on conservation of resources theory, the present study examines a serial mediation model in which empowering leadership predicts the nature of work-home interfaces via cognitive states and processes (interactional justice and work rumination). Two waves of data with a one-month interval were obtained from 195 full-time Korean employees. Structural equation modeling assessed mediation, first by two forms of interactional justice (interpersonal and informational) and then by two forms of work rumination (positive and negative). The results generally supported the mediation model showing that empowering leaders helped subordinates’ work-home enrichment, because they enhanced both interpersonal and informational justice, resulting in positive rumination about their work experiences. Empowering leaders also helped reduce subordinates’ work-home conflict through enhancing informational justice, which made employees ruminate less about negative aspects of work during off-job time. Testing alternative models that added more direct paths did not improve model fit. Overall, the study contributed to understanding the underlying cognitive mechanisms explaining the effect of empowering leadership on work-home spillover.

Impact of empowering leadership on emotional exhaustion: A controlled interventional study in a large French university hospital complex.

The aim of this study is to assess the effect of a systemic intervention on the evolution of empowering leadership and emotional exhaustion in a university hospital sub-centre compared to a control sub-centre, both being part of a large French university hospital complex. Empowering leadership is a promising strategy for developing hospital team engagement and performance. However, the bureaucratic functioning of large hospitals, characterized by a managerial culture of control and a stratified organization, can be a barrier to empowering leadership. The intervention included empowering leadership training, direct field experimentation of empowering leadership and coaching, involving all the sub-centre hierarchical levels for 12 months. Data were collected before and after the intervention. A total of 441 and 310 participants were, respectively, included in the intervention and control sub-centres. Empowering leadership was decreased, and emotional exhaustion was increased in the control sub-centre, while the scores remained stable in the intervention sub-centre. The increased emotional exhaustion in the control sub-centre could partially be explained by the change in empowering leadership. In a context of decreased empowering leadership and increased emotional exhaustion, the intervention had a protective effect. Implications for the design of future interventions were discussed. This study unequivocally showed the benefit of transforming hospital management towards empowering leadership, to prevent increased emotional exhaustion. This study is registered on ClinicalTrials.gov on 4 July 2019 (NCT04010773).

Leadership Empowerment Values: A Literature Review

The purpose of this article is to conduct a literature review related to leadership empowerment viewed from 6 values, namely integrity, collaboration, agility, dedication, innovation and meaningfulness. This study is a literature review of related journals. The literature was collected from 50 journal articles from 2000 to 2021. Based on the results of the review, it is known that the value of integrity in leadership empowerment refers to honesty and consistency between values and behaviors adopted. Collaborative leadership empowerment is needed to foster an environment that supports collaboration at work. Agility in leadership is demonstrated through flexible leadership and can lift the capabilities of the staff, so that they can contribute to the development of the company in a more advanced direction. Dedicated leaders work selflessly, have confidence in what they are doing, the goals they want to achieve, and how to get there. Innovative leaders are leaders who are willing to learn and change, willing to invest in learning and changing existing mindsets of individuals, teams and organizations. Meaningful leadership is characterized by leadership that has quality intellectual, social and moral abilities and has a positive effect on employee work. In short, these six values contribute effectively towards the quality of good leaders.

The relationship between empowering leadership and radical creativity.

Drawing on the conservation of resource theory, we theorized and tested a serial mediation model linking empowering leadership with employee radical creativity through job control and willingness to take risks. We tested our hypotheses using data collected from a time-lagged and multisource survey of 385 employees in 84 research and development teams from 20 different companies. The results demonstrated that empowering leadership had a positive indirect effect on employee radical creativity via job control and willingness to take risks, and the error management climate was found to strengthen this indirect effect. Theoretical and practical implications are also provided in the discussion section.

Determinants of Knowledge Sharing: The Roles of Learning Organization Culture, Empowering Leadership, and Learning Goal Orientation

This study examined how knowledge sharing attitudes (KSAs) and knowledge sharing intentions (KSIs) are affected by perceived learning organization culture (LOC), empowering leadership (EL), and learning goal orientation (LGO). From the data collected, we discovered that KSA was a significant partial mediator between KSI and LGO. Furthermore, LOC and EL had moderating roles on the LGO and KSA relationship. Such moderation effects were insignificant for KSI, however. This study incorporated the knowledge sharing research fields of motivation research, leadership, and organizational culture. We comment that this study was centered on relatively highly educated management consultants, as human resource management and information management practitioners can support employees and their managers to enhance organizational knowledge sharing by offering relevant practices and services.

Empowering leadership, promotion focus, and creativity: Gender matters

AbstractPrevious research on the relationship between empowering leadership and employee creativity has found mixed results, calling for more research to explore alternative mechanism and boundary conditions in this relationship. In this research, drawing on regulatory focus theory and social role theory, we propose that empowering leadership has a positive relationship with employee creativity through employee promotion focus and that this relationship is stronger for male (vs. female) leaders and for female (vs. male) employees. We conducted a multi‐source survey study and a vignette experiment to test our theoretical model. Results across these two studies supported our hypotheses. Our findings offer implications for research and practice regarding empowering leadership and creativity.

Understanding the effects of empowering leadership on positive and negative performance behaviors: A manufacturing sector study

AbstractFor several years, the North American manufacturing sector has been facing several labour issues that undermine productivity. To address these issues and remain competitive, manufacturing firms must implement measures to promote overall worker performance. This study presents an integrative to understand the differentiated impact of empowering leadership (EL) on four dimensions of performance (task, citizenship, innovation, deviance) through two mediators (psychological empowerment (PE) and affective organizational commitment). Structural equation modeling was used to analyze data from 250 employee–supervisor dyads in the manufacturing industry. On the one hand, our results reveal that EL exerts a positive influence on citizenship and innovative behavior through increased PE. On the other hand, it is negatively associated to deviance behaviors through heightened levels of affective organizational commitment. This study allows us to better understand how EL enhances multiple performance dimensions necessary to organizations' competitiveness in manufacturing and other sectors.

Comprendre les effets du leadership d’habilitation sur les comportements positifs et négatifs de performance: Étude dans le secteur manufacturier

AbstractFor several years, the North American manufacturing sector has been facing several labour issues that undermine productivity. To address these issues and remain competitive, manufacturing firms must implement measures to promote overall worker performance. This study presents an integrative to understand the differentiated impact of empowering leadership (EL) on four dimensions of performance (task, citizenship, innovation, deviance) through two mediators (psychological empowerment (PE) and affective organizational commitment). Structural equation modeling was used to analyze data from 250 employee‐supervisor dyads in the manufacturing industry. On the one hand, our results reveal that EL exerts a positive influence on citizenship and innovative behavior through increased PE. On the other hand, it is negatively associated to deviance behaviors through heightened levels of affective organizational commitment. This study allows us to better understand how EL enhances multiple performance dimensions necessary to organizations’ competitiveness in the manufacturing and other sector.

The Impact of Empowering Leadership on Employee Improvisation: Roles of Challenge-Hindrance Stress and Psychological Availability.

PurposeThe purpose of this research is to explore the effect of empowering leadership on employee improvisation, including the mediating roles of challenge stress and hindrance stress as well as the moderating role of psychological availability.MethodsFour proposed hypotheses were tested using hierarchical regression analysis and the bootstrapping method by reference to two waves of data collected in 2021 from 248 employees working for organizations located in southern China.ResultsThe results showed that empowering leadership had a positive effect on employee improvisation, which was mediated by challenge stress and hindrance stress. That is, empowering leadership promoted challenge stress and decreased hindrance stress, thereby stimulating employee improvisation. Furthermore, psychological availability strengthened the positive effect of challenge stress on employee improvisation and weakened the negative effect of hindrance stress on employee improvisation. Psychological availability also moderated the indirect relationships among empowering leadership, challenge/hindrance stress and employee improvisation.ConclusionIn theoretical terms, this study identifies a new antecedent of employee improvisation: empowering leadership. This study also advances knowledge concerning the mechanism by which empowering leadership exerts its influence by drawing on cognitive transactional theory. Moreover, this study’s exploration of the moderating role of psychological availability enriches the literature concerning the boundary conditions of the challenge-hindrance stress model. In practical terms, this study provides useful insights that can help organizations activate employee improvisation and manage employees’ work pressure.

Associating Empowering Leadership and Occupational Burnout in Nursing: A Mediated Moderation Model

Based on empowerment and hardiness theory, this study investigated the dual impact of empowering leadership on occupational burnout through the mediating role of workaholism and the moderating impact of psychological hardiness in the relationship between empowering leadership and occupational burnout. Additionally, the mediated moderation model was investigated. Temporal separation (two time-lags with one-month separation from first-lag to second-lag) data collection approach was applied to collect opinions from the study participants through survey method; 212 permanent employees (nurses) participated from the healthcare sector to test the proposed hypothesis of this study. Using PROCESS macros, the study's findings revealed that empowering leadership is a significant predictor of minimizing occupational burnout. Moreover, the study's findings also validate that workaholism is a critical mediator between empowering leadership and occupational burnout. The results indicated that empowering leadership also leads to burden nurses as they work excessively and leads to occupational burnout. Further, Psychological hardiness plays an important moderator role in the link between workaholism and occupational burnout. Finally, the results of mediated moderation model demonstrated that nurses with high psychological hardiness adjust and cope well with the stressful workload i-e., workaholism when empowered by their leaders/supervisors. The findings highlight the potential benefit and risks of empowering leadership for the nursing profession and healthcare management. This study extends the previous literature by empirically testing how workaholism and psychological hardiness affect the empowering leadership and occupational burnout relationship in the nursing profession of Pakistan. Key Words Empowering Leadership; Workaholism; Psychological Hardiness; Occupational Burnout

You Raise Me Up and I Reciprocate: Linking Empowering Leadership to OCB and UPB

Although empowering leadership is generally thought to be beneficial to employees and organizations, an emerging stream of work shows its potential negative impact. Drawing upon social exchange theory, we propose an integrated model that simultaneously examines the benefits and costs of empowering leadership. Specifically, we propose that team-level empowering leadership can lead to both organizational citizenship behavior (OCB) and unethical pro-organizational behavior (UPB). We also examine the mediating role of employee workplace status and the moderating role of felt obligation in these processes. In data obtained from 301 employees and 57 leaders across multiple time points, we found that team-level empowering leadership would lead to employee OCB and UPB through workplace status. However, the positive indirect impact of team-level empowering leadership on OCB was significant only when employees’ felt obligation was high, and the indirect effect of team-level empowering leadership on UPB was positive and significant only when employees’ felt obligation was low. We discuss the theoretical and practical implications of these findings, as well as future research directions.