Role Of Psychological Empowerment Research Articles

Participative Leadership VS Servant Leadership on Innovative Work Behavior: Role of Psychological Empowerment as Mediator

The role of psychological empowerment has not been thoroughly elucidated in previous researchers. Therefore, this study aims to examine the influence of participative and servant leadership on IWB and the role of psychological empowerment as a mediator. This study used a quantitative method with an SEM-PLS design on 155 respondents from the batik handicraft industry in Central Java, Indonesia. This finding supports the idea that participative and servant leadership, as well as psychological empowerment, are important for promoting innovation. However, psychological empowerment only strengthens the influence of servant leadership because direct participation in decision-making is already able to trigger employee initiative without the need for increased empowerment first. Servant leaders act as good mentors when organizational members experience difficulties at work, get the freedom to complete difficult tasks, are valued, trusted, and have high trust in leaders related to the principles of work ethics for the progress of the company.

Challenge-hindrance stressors and service innovation among hotel staff: roles of psychological empowerment and attributional style

Challenge-hindrance stressors and service innovation among hotel staff: roles of psychological empowerment and attributional style

The impact of transformational leadership on the job performance of ICT employees in Palestine: The role of psychological empowerment as a mediating factor

This study examined how transformational leadership affects work performance at Palestine's Ministry of Communications and Information Technology, focusing on psychological empowerment. We conducted a descriptive study on 350 full-time employees. We took a systematic sample of 183 people from this group. A systematic questionnaire collected quantitative and qualitative employee experiences. SPSS was used to analyze the data using descriptive and deductive methods. Data patterns and linkages were identified and displayed in frequency distribution tables and visual graphics. The study found that psychological empowerment mediates the relationship between transformational leadership and job performance at the Palestinian Ministry of Communications and Information Technology. Psychological empowerment greatly enhances transformational leadership's influence on workforce performance. Organizations ought to educate leaders and empower their staff to improve performance. The research found that transformational leadership combined with psychological empowerment tactics significantly improves employee engagement and performance. This study fills gaps in the literature and expands our understanding of how psychological empowerment affects work performance. The findings support the study's assumptions and emphasize the relevance of leadership strategies that empower people psychologically. This method improves job performance and suggests empowerment-focused leadership solutions for organizational leadership and policy creation to boost workplace engagement and productivity.

Charting creativity in government: the relationship between transformational leadership, psychological empowerment and employee creative performance

PurposeThis paper aims to explore the link between transformational leadership and employee creativity through the lens of self-determination theory, with psychological empowerment serving as a mediating factor. Additionally, it will examine how financial rewards and job formalization might moderate this relationship.Design/methodology/approachThe research uses a survey approach, targeting employees and supervisors from government ministries in the United Arab Emirates through purposive sampling. The study collected data from 254 participants via an online questionnaire and analyzed it using the partial least squares structural equation modeling technique in SmartPLS4.FindingsThe results show that transformational leadership has a significant impact on the psychological empowerment and creative performance of employees. The relationship between transformative leadership and employee creative performance is mediated by psychological empowerment. Additionally, the moderating effects of financial rewards and job formalization are explored. The findings do not support the moderating role of job formalization, and financial rewards negatively moderate the transformational leadership–psychological empowerment relationship.Research limitations/implicationsThe research is centered on a particular cultural setting and government ministry employees, thus limiting the generalizability.Originality/valueThis study explores at how transformational leadership affects employee creativity, considering the role of psychological empowerment and how financial rewards and job structure might influence this relationship.

Preschool teachers’ effort–reward imbalance and job burnout: The role of psychological empowerment and employment status

Preschool teachers’ effort–reward imbalance and job burnout: The role of psychological empowerment and employment status

Harnessing Support: The Role of Psychological Empowerment in Proactive Workplace Performance

Harnessing Support: The Role of Psychological Empowerment in Proactive Workplace Performance

The effect of spiritual leadership on proactive customer service performance: The roles of psychological empowerment and power distance

Scholars have consistently demonstrated that spiritual leadership yields positive outcomes for employees. However, it is not clear how spiritual leadership influences proactive customer service performance. The purpose of this research is to develop a model, grounded in social cognitive theory, to identify why and when spiritual leadership promotes proactive customer service performance. Specifically, the focus is on how spiritual leadership through employee psychological empowerment facilitates proactive customer service performance under the condition of power distance. The empirical analysis, conducted through regression analysis using the PROCESS macro, is based on questionnaire data from 263 leaders and employees in the hospitality industry. Findings reveal that spiritual leadership has a positive effect on boosting employees’ psychological empowerment, subsequently nurturing their engagement in proactive customer service performance. Moreover, it is found that within an environment of low power distance, the favorable impact of spiritual leadership on proactive customer service performance is amplified, as employees are more inclined to challenge authority and norms and engage in proactively solving problems related to customer service. Key implications suggest scholars and managers ways to enhance proactive customer service performance.

Belief control systems, psychological empowerment, and service motivation: A path to organizational effectiveness

This study examines how belief control systems affect public service motivation, focusing on the role of psychological empowerment. Using purposive sampling techniques, we selected a sample of 150 permanent public servants from the local bureaucracy in Yogyakarta, Indonesia. Data analysis was conducted using SEM-PLS analysis with Smart-PLS 4.0 software. Our findings indicate that belief control systems do not directly impact individuals' motivation to deliver efficient public services. However, psychological empowerment mediated the relationship between belief control systems and public service motivation. These results contribute to the existing literature by providing empirical evidence of the influence of belief control systems on public service motivation through psychological empowerment. The study underscores the importance of fostering positive belief control systems and enhancing psychological empowerment to improve performance and service delivery in the public sector. Understanding these dynamics is crucial for policymakers and practitioners to incentivize employees effectively and enhance public service outcomes.

Quiet quitting during COVID-19: the role of psychological empowerment

Due to the outbreak of the Covid-19 pandemic, Chinese university lecturers have experienced increased levels of disappointment and powerlessness due to the changing work environment. An increasing number of lecturers exhibit quiet-quitting intention, which affects their work passion, teaching quality, and so on. However, it is little known about how work-related factors, influence quiet-quitting intention of lecturers. Drawing on the social exchange theory, this study proposes a conceptual model that investigates the effects of work overload, perceived career development opportunities, perceived pay-for performance, affective organizational commitment and work conditions on job burnout, employee well-being, and quiet-quitting intention. Using a quantitative cross-sectional approach, 698 responses were obtained from young Chinese university lecturers. We also employed partial least squares structural equation modeling to analyze and forecast the extent of the impact of this study’s independent variables. The findings revealed that work overload, perceived pay-for-performance, affective organizational commitment, and work conditions significantly affect job burnout and employee well-being. Additionally, job burnout and employee well-being significantly effect quiet-quitting intention, which are moderated by psychological empowerment. Overall, this study contributes to the understanding of the factors influencing quiet-quitting intention among Chinese university lecturers, providing theoretical and practical implications for addressing the challenges arising from the Covid-19 pandemic.

Does inclusive leadership influence task performance of hospitality industry employees? Role of psychological empowerment and trust in leader

Drawing on the social exchange theory, this research advances the understanding of leadership and task performance in the hospitality industry in China by exploring the impact of inclusive leadership on the task performance of subordinates working in dyadic forms. The current literature is scarce on the role of leadership in increasing the task performance of employees working in teams in dyadic forms. Multi-level sample of 410 leaders-subordinates in the hospitality industry was used to derive the research findings using PLS-SEM. The results indicated a positive influence of inclusive leadership on the task performance of subordinates. Psychological empowerment mediated this direct relationship. In addition, trust in leaders strengthened the direct link of inclusive leadership with task performance and psychological empowerment. The findings demonstrate that leaders in the hospitality industry should adopt an inclusive leadership style as it contributes to employee task performance, which improves the industry's performance.

Cultivating organizational performance through the performance measurement systems: Role of psychological empowerment and creativity.

Interactive performance measurement systems (PMSs) play a critical role in shaping individual behavior and performance. To identify the underlying mechanism of how PMSs enhance organizational performance, a proposed model was constructed to investigate psychological empowerment and employee creativity as possible mediating variables. Based on a sample of 211 managers from Chinese organizations, a partial least squares structural equation modelling (PLS-SEM) approach was used to examine the mediating effect presented in the aim. Interactive use of PMS has a positive and direct impact on psychological empowerment. Psychological empowerment positively influences creativity, which, in turn, positively influences organizational performance. The findings also show that psychological empowerment and creativity mediate the impacts of interactive use of PMS on organizational performance. Our study highlights the role of PMSs, and how to use them interactively in turbulent environments. Particularly, we demonstrate that interactive use of PMS is important for facilitating a manager's sense of psychological empowerment and fostering creativity, which, in turn, contributes to better performance and greater competitive advantages.

Link Virtual Community Interaction and Citizenship Behavior of Fitness Club Customers: The Role of Psychological Empowerment and Sense of Community

Through social exchange theory, this study explores the relationship of virtual social interaction on customer citizenship behavior. By using a sample of 363 fitness enthusiasts from China, this study found that the three dimensions of virtual community interaction have a positive impact on customer citizenship behavior. Moreover, this study found that psychological empowerment partially mediated the relationship between the three dimensions of virtual community interaction and customer citizenship behavior. Secondly, this study also found that the effect of virtual community interaction on psychological empowerment was conditional on a sense of community. The results of this study suggested that managers should pay attention to the important role of user interaction in a virtual community and guide users to form high-quality interactions. Furthermore, managers should also pay attention to the importance of customer citizenship behavior to make users as employees participate in the interaction in a virtual community to enrich the integrity of the interaction. Lastly, managers need to pay attention to users’ sense of belonging and identity regarding the virtual community and encourage users to obtain incentives through the combination of online and offline activities to create the most benefits for the virtual community of fitness clubs.

Work-related need satisfaction and job crafting: Mediation of psychological empowerment in a Nigerian setting

We examined the association between work need satisfaction (WNS) and job crafting (JC) dimensions (seeking challenges [SC], seeking resources [SR], and reducing demands [RD]), as well as the role of psychological empowerment (PE) in that relationship. Data on PE, WNS, SC, SR, and RD were collected from 275 Nigerian oil and gas workers (male = 86.2%; age range = 28 to 54 years; mean age = 38.72 years; SD = 4.68 years). Hayes’ macro mediation analysis results indicated that increased WNS was associated with reduced SC and SR, and higher RD. Additionally, the results showed that high PE scores were positively associated with high SC and SR, and low RD. PE negatively mediated the association between WNS and RD. These findings point to the need for inclusion of PE strategies, to boost creativity and productivity in the oil and gas sector.

High performance work systems and employee mental health: The roles of psychological empowerment, work role overload, and organizational identification

AbstractEmployee mental health is a central issue in today's global workplace. This paper analyzes the effect of high performance work systems (HPWSs) on employee mental health. We integrate HPWS concepts with job demands‐resources (JD‐R) theory to examine competing theoretical perspectives—a positive HPWS influence and a negative HPWS influence on employee mental health. We examine employees' perceptions of psychological empowerment as an indicator of the motivational pathway of the JD‐R and work‐role overload as an indicator of the strain pathway to explain the differential effect of HPWSs on mental health. We also incorporate organizational identification theory to demonstrate how one's identification with the organization can either accentuate or attenuate feelings of both psychological empowerment and work‐role overload. Findings from a study of 999 employees in 174 South Korean organizations indicate that HPWSs are positively associated with employee mental health via employee perceptions of empowerment and that HPWSs are negatively associated with employee mental health through perceptions of work‐role overload. Furthermore, the study finds that organizational identification attenuates the relationship between HPWS and both empowerment and overload. Practice‐level post hoc analyses also reveal that the job design characteristics, pay level, and participative decision‐making are linked to empowerment. In addition, participative decision‐making is most strongly associated with work overload.

Pengaruh Kepemimpinan Transformasional Terhadap Turnover Intention dan Organizational Citizenship Behavior (OCB): Peran Media si Pemberdayaan Psikologis dan Komitmen Afektif (Studi PadaWs Warung Steak di Karesidenan Surakarta)

This study aims to exam ine the effect of transformational leadership on turn over intention and OCB by considering the role of psychological empowerment and affective commitment. Conducted at WS Warung Steak, this study involved 121 participants. For the analysis of this study using SEM-PLS w ith SmartPLS version 3.0. The finding of this study is that transformational leadership has a significant negative effect on turnover intention. Transformational leadership has a positive effect on employee OCB behavior. Transformational leadership has a significant positive effect on psychological empowerment. Transformational leadership has a significant positive effect on affective commitment. Psychological empowerment has a significant positive effecton employee OCB behavior. Psychological empowerment has a significant negative effect on turnover intention. Affective commitment has a positive and significant effect on OCB. OCB behavior of employees has a negative influence on turnover intention. Psychological empowerment mediates the relationship between transformational leadership on employee OCB. Psychological empowerment has been shown to mediate the effect of transformational leadership on turn over intention. Affective commitment mediates transformational leadership in OCB . Further research is recommended to develop further research on the relationship of transformational leadership to turnover intention and OCB by considering other variables in order to obtain more in -depth results.

Role of psychological empowerment and work flow in the professional commitment of employees working in the Jordanian Ministry of education

The study aimed to identify the direct effects of both psychological empowerment and work flow on professional commitment, and this study was applied to all employees of the Jordanian Ministry of Education. The descriptive analytical approach was used, and the study sample consisted of (463) employees in the ministry, and the researchers prepared three measures for each of psychological empowerment, work flow and professional commitment. The results of the study concluded that there is a direct and positive semantic effect of psychological empowerment and work flow in professional commitment, in addition to the presence of a direct and positive semantic effect of work flow in professional commitment. The study recommended conducting a similar study for other ministries in order to generalize the results.

Middle-managers’ innovative behavior: the roles of psychological empowerment and personal initiative

Middle-managers are vital catalysts for organizational innovation, acting as a bridge between organizational strategy and goals set by senior-managers and the actions of lower-level employees. Their proactive motivation to engage in innovative work behavior is therefore central to organizational endeavor. However, the innovation literature is replete with studies focusing solely on organizational-level determinants of middle-managers’ innovative behavior while the HRM literature focuses predominantly on the experiences of lower-level employees. Little is known about the psychological factors and processes which give rise to middle-managers innovative work behavior. Drawing on the proactive motivation model, this study examines whether middle-managers’ personal initiative mediates the relationship between the four dimensions of their psychological empowerment and their innovative work behaviors. Drawing on a sample of 110 middle-manager–supervisor dyads, our study highlights personal initiative as the mechanism through which psychological empowerment influences innovative work behaviors. Our work further informs the HR literature about how HR practices and systems may be used to foster middle manager proactivity in the workplace. In total, our study seeks to take a step towards reducing the dearth in knowledge on the psychological determinants of middle-managers’ innovative work behaviors.

Innovative Behavior of Indonesian Pharmaceutical Employees: The Role of Psychological Empowerment and Leadership

Innovative behavior is considered a critical and essential factor for companies in the world of work. This study aims to determine the extent to which psychological empowerment influences the innovative behavior of employees working in pharmaceutical companies, with transformational leadership and transactional leadership as moderators. The research subjects were 115 employees from various pharmaceutical companies across ten cities in Indonesia. Innovative behavioral scales, psychological empowerment scales, transformational leadership scales, and transactional leadership scales were used to collect the data. Subgroup analysis and moderated regression analysis were used to analyze the data. The results show that transformational leadership has a higher score compared to transactional leadership. This result indicates that the hypothesis is accepted. Namely, that psychological empowerment is related to innovative behavior. Specifically, the correlation between variables showed that transformational leadership has a more substantial effect than transactional leadership

Moderated-mediation between ethical leadership and organizational citizenship behavior: the role of psychological empowerment and high performance managerial practices

PurposeThis study aims to examine moderated-mediation between ethical leadership (EL) and organizational citizenship behavior (OCB). Specifically, a moderating effect of high performance managerial practices (HPMPs) on the indirect effect of EL on OCB through employees’ psychological empowerment (PE) was tested.Design/methodology/approachData were collected from 267 bank employees including subordinates and their supervisors. Partial least squares structural equation modeling was used for data analysis.FindingsThe results indicate that PE mediates the relationship between EL and OCB, and HPMPs enhance OCB by increasing the effect of EL on employees’ PE.Research limitations/implicationsThis study contributes to human resource management and leadership literature by explaining the moderated-mediation mechanisms between EL and OCB. The findings help to understand how HPMPs enhance employees’ OCB by strengthening the effect of EL on PE. Limitations are related to external validity and cross-sectional nature of data.Practical implicationsOrganizations’ use of HPMPs makes ethical leaders more effective in enhancing employees’ PE and, subsequently, their OCB.Originality/valuePrevious research lacks evidence on the indirect effect of EL on employee OCB through PE. Moreover, to the best of the authors’ knowledge, no previous study has examined the moderating effect of HPMPs on the abovementioned indirect relationship. This study has addressed the abovementioned research gap.

Determinants of psychological empowerment and work engagement during COVID-19 pandemic

PurposeExisting studies have demonstrated the significances of job, personal and social resources in stimulating work engagement (WKE). However, the role of psychological empowerment (PYE) in linking these resources to WKE has received limited attention. Hence, drawing on the conservation of resources (COR) theory, this paper investigates the effects of friends and family support (FFS), supervisor support (SST), and employee resilience (ERS) in stimulating PYE for WKE amid the uncertainty associated with the COVID-19 pandemic.Design/methodology/approachWith a survey instrument, the authors collected data from 259 knowledge workers in Malaysia and analyzed the hypothesized model with the partial least square (PLS) structural equation modeling technique.FindingsThe data support the significant effects of FFS, SST, and ERS on PYE. Also, PYE was a significant mediator of FFS, SST, and ERS effects on WKE.Originality/valueThis study offers empirical support for the relevance of COR theory in explaining how employees adjust to the burden of uncertainty and psychological stress associated with the COVID-19 mandated “work from home” (WFH) practices through their engagement in work.