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Article
Publication date: 4 January 2024

Naseer Abbas Khan, Waseem Bahadur, Muhammad Ramzan and Natalya Pravdina

The aim of this study is to look into the associations, both direct and indirect, between a leader empowering behavior and employee turnover intention. Additionally, this study…

Abstract

Purpose

The aim of this study is to look into the associations, both direct and indirect, between a leader empowering behavior and employee turnover intention. Additionally, this study examines the mediating effects of work–family conflict (WFC) and work–family spillover (WFS) in the association between a leader empowering behavior and employee turnover intention. This study also explored how perceived peer support (PPS) may have a moderating effect on these associations.

Design/methodology/approach

A time-lag approach was used in this study to collect data from the 228 participants that made up the sample. Both front-desk employees and their immediate supervisors were included in this sample, which came from diverse tourism enterprises in central China. The research design included two independent time waves that were separated by two months, making it easier to examine the way the variables of interest changed throughout that time.

Findings

The results showed that there is a significant impact of leadership behaviors on WFS, WFC and employee turnover intention. This study showed a significant mediating effect of WFS, however, the influence of WFC as a mediator was not statistically significant. Furthermore, the results suggested that PPS significantly moderated the association between leader empowering behavior and WFS. The findings revealed that the mediating effect of WFS in the association between leader empowering behavior and employee turnover intention.

Originality/value

This study advances knowledge of the impacts of leadership empowering behavior on employee turnover intention through the use of a moderated mediation analysis. Based on the leader member exchange, it offers a distinctive perspective on leadership empowering behaviors to maintain a work–family balance in tourism.

Details

Leadership & Organization Development Journal, vol. 45 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 2 February 2024

Qiuyun Guo and Zhongyan Zhang

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…

Abstract

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.

Details

Leadership & Organization Development Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 26 January 2024

Qurat-ul-Ain Burhan and Muhammad Asif Khan

Empowering leadership has a wide range of positive individual employee-related outcomes. However, a limited number of research studies are available emphasizing the overall…

Abstract

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.

Details

Leadership & Organization Development Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7739

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. More…

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 research…

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: 12 December 2023

Mohammad Faraz Naim, Shikha Sahai and Varun Elembilassery

Organizational success in a dynamic environment demands leadership and agility. The extant literature on employee agility needs more empirical evidence and appropriate theoretical…

Abstract

Purpose

Organizational 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/approach

The 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.

Findings

Findings 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/implications

The 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 implications

The 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/value

This 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.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 1 December 2023

Anis Eliyana, Nurul Iman Abdul Jalil, Desynta Rahmawati Gunawan and Andika Setia Pratama

This research seeks to reveal the mediating role of work engagement and affective commitment as individual aspects that have the potential to bridge the effect of empowering…

Abstract

Purpose

This research seeks to reveal the mediating role of work engagement and affective commitment as individual aspects that have the potential to bridge the effect of empowering leadership on the task performance of Correctional Service counselors in Indonesia, especially due to the limited literature on these two aspects in the context of public organizations.

Design/methodology/approach

Quantitative research was conducted on 350 counselors throughout Indonesia. The data was collected by distributing questionnaires online. The collected data were then analyzed using Structural Equation Modeling to test the seven research hypotheses.

Findings

Empowering leadership significantly strengthens task performance, work engagement and affective commitment. For indirect effects, this study found that affective commitment partially mediates the effect of empowering leadership on task performance. Meanwhile, work engagement failed to act as a mediator because it did not significantly impact strengthening task performance.

Originality/value

Notably, the unexpected result of work engagement's inability to significantly boost task performance deviates from the prevailing trends observed in previous empirical research, thereby adding a novel dimension to the findings of this study.

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

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 between…

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: 23 November 2023

Abdul Hakeem Waseel, Jianhua Zhang, Muhammad Usman Shehzad, Ayesha Saddiqa, Jinyan Liu and Sajjad Hussain

Given innovation's significance, this research examines the link between empowered leadership and frugal innovation. The research also explores how collaborative cultures and…

Abstract

Purpose

Given innovation's significance, this research examines the link between empowered leadership and frugal innovation. The research also explores how collaborative cultures and organizational commitment mediate empowered leadership's effect on frugal innovation.

Design/methodology/approach

Quantitative method is used with the approach of hierarchical regression to test the hypotheses with data obtained from Pakistani small- and medium-sized enterprises (SMEs) through the questionnaire from 288 participants.

Findings

The results of this study show that empowered leadership has a considerable impact on the firm's capacity for frugal innovation. Additionally, this study shows that organizational commitment and collaborative culture significantly moderate the association between empowering leadership and frugal innovation.

Research limitations/implications

Future studies should examine mediating factors, including employment experience, education and perceived organizational support, and moderating variables like employee psychological empowerment and leadership styles.

Practical implications

This research advises SMEs in developing nations to utilize frugal innovation since they cannot afford to spend extensively on technologies that add creativity and innovation to goods and services.

Originality/value

This study advances how leadership both directly and indirectly helps organizations strengthen their capacity for frugal innovation through the mediating roles of collaborative culture and organizational commitment.

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 15 August 2023

Huafei Wei, Jun Chen, Muhammad Adnan Zahid Chudhery and Wenjie Fang

The authors examined how the identification mechanism of the innovation performance of knowledge employees is affected by empowering leadership by influencing the organizational…

Abstract

Purpose

The authors examined how the identification mechanism of the innovation performance of knowledge employees is affected by empowering leadership by influencing the organizational identification and the moderating effect of leaders on the role expectation of knowledge employees as an essential innovation subject.

Design/methodology/approach

The authors employed a mixed-method research approach. The authors collected data from 378 knowledge employees and managers in 20 companies in China's Yangtze River Delta cities. The authors analyzed data using multiple regression analysis forecasting methods.

Findings

The authors found that there was an inverted U-shaped relationship between empowering leadership and the innovation performance of knowledge employees; organizational identity played a partial mediating role between empowering leadership and the innovation performance of knowledge employees; role expectation of leaders on the innovation behavior of employees regulated the relationship between the organizational identity and innovation performance of knowledge employees.

Originality/value

This study extends the literature on empowering leadership and innovation performance. This study empirically examines the mediating effect of organizational identity between empowering leadership and innovation performance. In addition, this study empirically examines how empowered leaders' expected innovation level moderates the association between organizational identity and innovation performance.

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

Keywords

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