Search results

1 – 10 of over 41000
Article
Publication date: 26 July 2022

Hasan AlShemeili, Ross Davidson and Khalizani Khalid

This paper aims to critically evaluate the impact of empowering leadership on safety behavior and safety climate during safety monitoring at a nuclear power plant (NPP) in…

Abstract

Purpose

This paper aims to critically evaluate the impact of empowering leadership on safety behavior and safety climate during safety monitoring at a nuclear power plant (NPP) in the United Arab Emirates (UAE).

Design/methodology/approach

Data were collected using questionnaires filled out by 500 participants from the UAE nuclear sector. The relationships among the variables were analyzed using structural equation modeling.

Findings

The results indicated that empowering leadership has a positive impact on safety behavior, and a positive safety climate leads to increased levels of safety behavior (compliance and participation). The results also showed that safety climate partially mediates the relationship between empowering leadership and safety behavior.

Originality/value

This study contributes to the existing knowledge regarding empowering leadership, safety monitoring, behavior and climate. Because limited information is available on this topic, this study extends the research on the relationship between empowering leadership and safety research at an NPP. Specifically, it outlines that safety monitoring partially mediates the relationship between empowering leadership and safety behavior. This research enables NPPs worldwide to incorporate empowering leadership to enhance safety monitoring and ensure better safety behavior and climate.

Article
Publication date: 26 July 2022

Baek-Kyoo Joo, Jeong-Ha Yim, Young Sim Jin and Soo Jeoung Han

This study aims to investigate the relationship between empowering leadership and employee creativity and the mediating roles of work engagement and knowledge sharing in…

Abstract

Purpose

This study aims to investigate the relationship between empowering leadership and employee creativity and the mediating roles of work engagement and knowledge sharing in this relationship.

Design/methodology/approach

Using the results of a survey of 302 knowledge workers from a leading telecommunications company in South Korea, the relationships among the variables empowering leadership, work engagement and knowledge sharing on employee creativity were analyzed using conducted confirmatory factor analysis and structural equation modeling. This study conducted bootstrap analyses to test the mediating effects.

Findings

Empowering leadership was positively and significantly associated with work engagement and knowledge sharing. Work engagement was significantly related to knowledge sharing and employee creativity. In turn, knowledge sharing was significantly associated with employee creativity. The direct effect of empowering leadership on employee creativity was nonsignificant, but this study found a significant indirect effect of empowering leadership on employee creativity via the significant mediating roles of work engagement and knowledge sharing.

Originality/value

This study introduced empowering leadership that may work for knowledge workers who create new ideas by analyzing data from the knowledge workers’ perceptions of their leaders in the workplace. The intuitive linkage between work engagement and knowledge sharing was empirically verified in this study. This study’s findings and implications provide direction for knowledge workers and how their managers should support employees’ work environment and activities.

Details

European Journal of Training and Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 8 April 2022

Khalid Abed Dahleez, Mohammed Aboramadan and Nabila Abu sharikh

Drawing upon the norm of reciprocity and social exchange theory, the purpose of this study is to propose and empirically test a model on the relationship between empowering

Abstract

Purpose

Drawing upon the norm of reciprocity and social exchange theory, the purpose of this study is to propose and empirically test a model on the relationship between empowering leadership and employees' work-related outcomes during the COVID-19 pandemic. In this model, safety climate was theorized as an intervening mechanism between (1) empowering leadership and organizational citizenship behavior (OCB) and (2) empowering leadership and risk-taking behavior.

Design/methodology/approach

Using a cross-sectional research design, data were gathered from a sample of 228 full-time staff working in the healthcare sector in Palestine. Data were analyzed using partial least squares-structural equation modeling to examine the proposed hypotheses.

Findings

The results show that empowering leadership is related to extra-role behaviors in a time of crisis. Furthermore, the results suggest that safety climate fully mediates the relationships between (1) empowering leadership and OCB and (2) empowering leadership and risk-taking behavior.

Practical implications

Healthcare administrators are invited to train their supervisors to foster the empowerment philosophy, especially during crisis times, and select leaders with empowering mentality. Besides, healthcare administrators are called upon to consider the critical role of maintaining a safe climate since it is related to employees' outcomes.

Originality/value

In this study, the authors contribute to leadership literature in crisis times by highlighting the critical role of leadership in sharing power and control with employees to encourage their OCB and willingness to take risks for the organization's interest. Moreover, to the researchers' best knowledge, this study is among the few studies that examine the consequences of empowering leadership in crisis times.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 9 no. 3
Type: Research Article
ISSN: 2051-6614

Keywords

Book part
Publication date: 1 October 2016

Raphael Travis, Scott W. Bowman, Joshua Childs and Renee Villanueva

This paper builds upon a new era of research seeking to understand variability in how desirable outcomes result from engaging rap music as a health enhancing artifact…

Abstract

This paper builds upon a new era of research seeking to understand variability in how desirable outcomes result from engaging rap music as a health enhancing artifact. More specifically, the study explores the music mediated pathways to individual and community well-being. The study emphasizes female music engagement. Quantitative methods are used to examine listening habits and preferences associated with empowering rap music engagement among a female sample of 202 university students using an a priori established path analysis model. Results echo prior research that suggests the functional value of music in helping to define the self independently and articulate one’s social identity within the context of community (Dixon, Zhang, & Conrad, 2009; Hill, 2009; Travis & Bowman, 2012). Specifically, results suggest that among females in this sample, (a) their appropriation of rap music can be empowering, (b) specific factors play a significant role in determining the difference between females that feel more or less empowered from their interactions with rap music, and (c) female listeners were more likely to appropriate rap music for personal and community growth if it was their favorite music type, if they listened often, and if they tended to listen alone more often than with friends. These research findings offer promising routes for more in depth qualitative analysis to help uncover the nuances of preferred engagement strategies and to help define the subjective lived experiences that lead to feeling empowered by music to act toward positive change for oneself and others. Practical results indicate the possibility for gender-specific education, therapeutic or empowerment-based programs that utilize rap music as a rubric.

Details

Symbolic Interactionist Takes on Music
Type: Book
ISBN: 978-1-78635-048-0

Keywords

Book part
Publication date: 18 April 2012

Dong Liu, Chi-Sum Wong and Ping-Ping Fu

Leaders’ emotional intelligence (EI), personality, and empowering behavior have been heavily studied in the organizational behavior literature. To date, the majority of…

Abstract

Leaders’ emotional intelligence (EI), personality, and empowering behavior have been heavily studied in the organizational behavior literature. To date, the majority of research on EI and personality has shown their significant influence on personal outcomes. It has also been suggested that empowerment is a fundamental psychological mechanism underlying follower outcomes. Nevertheless, little attention has been paid to the effect of team leaders’ EI and personality on team outcomes and the potential mediating effect of team leaders’ empowering behavior. In this study, we developed theoretical rationale and empirically tested the effect of team leaders’ EI and personality on team climate and the mediating role that team leaders’ empowering behavior plays in this relationship. The results supported most of our hypothesized relationships, that is, the positive effects of team leaders’ EI and agreeableness on team climate were mediated by team leaders’ empowering behavior, whereas team leaders’ openness to new experience was not related to empowering behavior and team climate. Finally, theoretical and practical implications were discussed.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78052-002-5

Article
Publication date: 21 April 2022

Junwei Zheng, Yu Gu, Zhenduo Zhang, Hongtao Xie, Peikai Li and Hongyang Li

While existing literature emphasizes the importance of empowerment in construction projects, the working mechanisms of empowering leadership in the project context are…

Abstract

Purpose

While existing literature emphasizes the importance of empowerment in construction projects, the working mechanisms of empowering leadership in the project context are unclear. Based on conservation of resources (COR) theory, this study aimed to examine the relationship between empowering leadership and project performance, highlighting the mediation roles of creative self-efficacy and leadermember exchange and the moderation role of perceived overqualification.

Design/methodology/approach

The authors collected data from 287 project members in different projects and tested the integrated conceptual model through moderated mediation analysis with bootstrapping strategy.

Findings

The results revealed that empowering leadership was positively related to project performance through creative self-efficacy and leader–member exchange. Perceived overqualification served as significant moderator.

Originality/value

The findings contribute to the understanding of empowering leadership in projects by verifying and extending the resource acquisition and investment process in the project context. The results of this study also demonstrated that creative belief and social exchange facilitate the effectiveness of project members' task efforts and outcomes and that perceived overqualification might not exert a detrimental effect on project performance.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 5 April 2022

David Huntsman, Alex Greer, Haley Murphy and Xiangyu (Dale) Li

While uncertainty during emergency response operations necessitates adaptive performance, emergency response organizations, such as the fire service, tend to constrain…

Abstract

Purpose

While uncertainty during emergency response operations necessitates adaptive performance, emergency response organizations, such as the fire service, tend to constrain adaptive behaviors due to their highly formalized bureaucratic structures. Structural theories suggest that leaders can empower employees to bypass these constraints.

Design/methodology/approach

Using survey data from four US fire departments, this research tests whether mid-level supervisors can empower firefighters by increasing their ability to improvise during complex emergency response operations, and whether this enhances department adaptive performance. Moderated mediation is also performed to assess whether senior leaders must also be effective, empowering leaders in order to achieve heightened levels of empowerment and subsequent adaptive performance, as many senior leaders in the fire service are criticized for being overly bureaucratic, risk averse, and resistant to change.

Findings

The findings support compensatory effects and show how immediate supervisors are key to overcoming senior leader deficiencies and producing adaptive performance during conditions of high uncertainty and complexity.

Originality/value

The lack of response organizations’ success during complex incidents is often attributed to senior leaders who are risk averse, overly bureaucratic, and resistant to change (Wankhade and Patnaik, 2020). This study is the first to show how empowering leadership can help overcome these constraints to enhance adaptive performance under complex conditions in the fire service.

Details

International Journal of Emergency Services, vol. 11 no. 2
Type: Research Article
ISSN: 2047-0894

Keywords

Book part
Publication date: 22 July 2005

Xiaomeng Zhang and Henry P. Sims

Based on a four-factor leadership typology, this theoretical chapter proposes four alternative models to investigate how collaborative capital moderates the relationships…

Abstract

Based on a four-factor leadership typology, this theoretical chapter proposes four alternative models to investigate how collaborative capital moderates the relationships between leadership and innovation. Beyerlein, Beyerlein, and Kennedy (2004) define collaborative capital as “how well people work together toward shared goals and outcomes.” In this chapter, we focus on empowerment as an important manifestation of collaborative capital. That is, first, empowerment enhances collaboration across vertical hierarchical lines through sharing of decision-making authority. Also, since empowerment is typically implemented as a team form of organizational structure, empowered teams enhance collaboration through the process of decentralized team decision-making. Thus, the accumulation of successful empowerment and the qualities of empowered team member represent the collaborative capital. Specifically, the models suggest that empowerment may function as a partial mediator, or as a moderator, or as both, in the basic relationship between transformational leadership and innovation. In addition, although transformational leadership and empowering leadership elicit different attitudes and behaviors of team members that may facilitate innovation, the interactions between these outcomes will maximize the effects of leadership on innovation. The implications of these observations and the possible directions for future research are discussed.

Details

Collaborative Capital: Creating Intangible Value
Type: Book
ISBN: 978-0-76231-222-1

Article
Publication date: 15 February 2022

Zhengwei Li, Chenye Qiu, Kai Zeng and Feirong Wang

Empowering leadership is often considered unequivocally positive for employees, but recent studies have shown that this ostensibly straightforward effect is more complex…

Abstract

Purpose

Empowering leadership is often considered unequivocally positive for employees, but recent studies have shown that this ostensibly straightforward effect is more complex. The dual facets of the effect of empowering leadership – especially on employees’ innovative behaviour – have received insufficient attention. Based on job demand-resource (JD-R) theory, this study aims to propose a theoretical framework for the relationship between empowering leadership and employees’ innovative behaviours with a dual process model of gain and loss.

Design/methodology/approach

This study is survey based, with 261 paired leader–employee data points collected in the People’s Republic of China.

Findings

The results show that empowering leadership has a “double-edged” effect on employees’ innovative behaviours: it affects innovative behaviours positively through employee job engagement and negatively through emotional exhaustion. Moreover, trust in leaders moderates the mediating roles of job engagement and emotional exhaustion.

Originality/value

This study contends that empowering leadership has a dual impact on employees and proposes a promising model of this double-edged effect to contrast with other complex models in the empowering leadership literature. Furthermore, this study uses JD-R theory to deeply explore the dual process whereby empowering leadership influences employees’ innovative behaviour and provides practical guidance for business management.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 24 August 2021

Hanan AlMazrouei

The purpose of this study is to investigate the relationship between empowering leadership and organizational commitment and its effect on job performance and creative…

Abstract

Purpose

The purpose of this study is to investigate the relationship between empowering leadership and organizational commitment and its effect on job performance and creative work involvement within the expatriate society of the UAE.

Design/methodology/approach

The paper suggests a theoretical model derived from survey responses gathered from expatriates used in multinational organizations located in Dubai city in the UAE.

Findings

The results show that organizational commitment partially mediates the relationship between empowering leadership and job performance. Furthermore, the results show that organizational commitment partially mediates the relationship between empowering leadership and creative work involvement.

Originality/value

This research adds to the existing body of knowledge on international business by investigating the effects that organizational commitment and empowering leadership have on creative work involvement and job performance of expatriates.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

1 – 10 of over 41000