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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

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: 23 October 2023

Qurat-ul-Ain Burhan and Muhammad Asif Khan

The present study aims to elucidate the mediating role of relational energy between empowering leadership and its attitudinal (employee engagement), behavioral (knowledge sharing…

Abstract

Purpose

The present study aims to elucidate the mediating role of relational energy between empowering leadership and its attitudinal (employee engagement), behavioral (knowledge sharing) and performance (task) related outcomes, respectively, and the moderating role of autonomy between empowering leadership and relational energy, using the social cognitive theory.

Design/methodology/approach

The study used surveys in the small and medium-sized enterprises sector and collected time-lagged data to address common method variance and reveal causal relationships. AMOS was used to conduct hypothesis testing.

Findings

The results suggest that empowering leaders have a positive impact on outcomes such as employee engagement, knowledge sharing and task performance, and this impact is mediated by relational energy. Autonomy moderates the empowering leaders and relational energy relationship, strengthening it when autonomy is high.

Practical implications

Organizations should focus on leadership development programs depending on the need. Empowering leadership should be promoted to get positive attitudinal and behavioral outcomes in terms of employees. Empowering the employee in terms of decision-making helps motivate employees to perform better.

Originality/value

The study contributes to the empowering leadership literature by associating social cognitive theory. Empowering leaders has the potential to increase employee engagement, knowledge sharing and task performance.

Details

European Business Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0955-534X

Keywords

Article
Publication date: 15 August 2023

Meera Peethambaran and Mohammad Faraz Naim

This paper aims to examine the relationship between empowering leadership and the holistic well-being construct, i.e. flourishing-at-work.

Abstract

Purpose

This paper aims to examine the relationship between empowering leadership and the holistic well-being construct, i.e. flourishing-at-work.

Design/methodology/approach

On the basis of an extensive review of literature and using conservation of resource (COR) theory and self-determination theory (SDT), this study proposes a conceptual framework with employee work passion (EWP) as a link connecting empowering leadership and flourishing-at-work.

Findings

Empowering leadership has the ability to enhance EWP and thereby increase the overall well-being of employees (flourishing). Moreover, the study demonstrates that EWP serves as a potential mechanism connecting empowering leadership and flourishing-at-work.

Research limitations/implications

Being a conceptual paper, the proposed framework lacks empirical validation.

Practical implications

Organizations should focus on leaders with empowering behaviours and strive towards increasing EWP.

Originality/value

To the best of the authors’ knowledge, this is the first study to propose the role of EWP as a possible conceptual link between empowering leadership and employee flourishing-at-work. This paper emphasizes the importance of flourishing-at-work in the current climate of rising mental tensions among employees, which leads to adverse organizational outcomes.

Details

Industrial and Commercial Training, vol. 55 no. 4
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 16 June 2023

Tânia Ferraro and Ana Cristina de Oliveira Lott

The present study aims to present the adaptation and validation of the empowering leadership questionnaire (ELQ) for a sample of Brazilian workers (N = 827).

Abstract

Purpose

The present study aims to present the adaptation and validation of the empowering leadership questionnaire (ELQ) for a sample of Brazilian workers (N = 827).

Design/methodology/approach

The procedures of items translation, adaptation and back-translation of the original instrument were carried out. Data collection was performed using the snowball method. Data were evaluated with confirmatory factor analysis.

Findings

The results showed that the factor structure was maintained as in the portuguese (from Portugal) and English versions (original). Convergent validity was tested using the ethical leadership at work questionnaire (ELW). The analyses showed that the measure has good psychometric qualities, reliability indices and convergent validity results with the ELW.

Research limitations/implications

The ELQ can still be used to identify the presence of empowering leadership (diagnostic phase) and contribute to proposing organizational interventions that lead to healthier and more productive work environments. Its convergent validity with ethical leadership suggests that managers can apply both (empowering and ethical leadership complementarily) to create quality interactions between leaders and team members that increase workers’ autonomy and allow them to respond promptly to organizational challenges.

Originality/value

Using the ELQ can represent an important tool for the theoretical and practical development of studies of empowering leadership with Brazilian samples.

Propósito

El presente estudio tiene como objetivo presentar la adaptación y validación del Cuestionario de Liderazgo Empoderador (CLE) para una muestra de trabajadores brasileños (N = 827).

Diseño/Metodología/Enfoque

Se realizaron procedimientos de traducción de ítems, adaptación y retrotraducción del instrumento original. La recolección de datos se llevó a cabo mediante el método de bola de nieve. Los datos se evaluaron con el Análisis Factorial Confirmatorio (AFC).

Hallazgos

Los resultados mostraron que la estructura factorial se mantuvo como en las versiones en Portugal e inglés (original). La validez convergente se probó utilizando el Cuestionario de Liderazgo Ético en el Trabajo (CLET). Los análisis realizados mostraron que la medida tiene buenas cualidades psicométricas, buenos índices de confiabilidad y buenos resultados de validez convergente con el CLET.

Originalidad/valor

El uso del CLE puede representar una herramienta importante para el desarrollo teórico y práctico de estudios de liderazgo empoderador con muestras brasileñas.

Implicaciones de la investigación

El CLE aún puede ser utilizado para identificar la presencia de liderazgo empoderador (fase de diagnóstico) y contribuir a proponer intervenciones que conduzcan a la creación de entornos de trabajo más saludables y productivos. Su validez convergente con el liderazgo ético sugiere que los gerentes pueden aplicar ambos tipos de liderazgo, complementarmente, para crear interacciones de calidad entre líderes y miembros del equipo que aumenten la autonomía de los trabajadores y les permitan responder con prontitud a los desafíos organizacionales.

Objetivo

O presente estudo tem o objetivo de apresentar a adaptação e validação do Questionário de Liderança Empoderadora (QLE) para uma amostra de trabalhadores brasileiros (N = 827).

Design/método/abordagem

Foram realizados os procedimentos de tradução, adaptação e retroversão dos itens do instrumento original. A recolha de dados foi realizada utilizando o método bola de neve. Os dados foram avaliados com a Análise Fatorial Confirmatória (AFC).

Resultados

Os resultados mostraram que a estrutura fatorial se manteve como nas versóes portuguesa e inglesa (original). A validade convergente foi testada com a aplicação do Questionário de Liderança Ética no Trabalho (QLET). As análises realizadas mostraram que a medida possui boas qualidades psicométricas, bons índices de confiabilidade e bons resultados de validade convergente com o QLET.

Originalidade/valor

A utilização do QLE pode representar uma importante ferramenta para o desenvolvimento teórico e prático dos estudos da liderança empoderadora com amostras brasileiras.

Implicações da pesquisa

O QLE ainda pode ser utilizado para identificar a presença da liderança empoderadora (fase diagnóstica) e contribuir para proposição de intervenções que levem a criação de ambientes de trabalho mais saudáveis e produtivos. Sua validade convergente com a liderança ética sugere que os gestores podem aplicar os dois tipos de liderança, complementarmente, de modo a criar interações de qualidade entre líderes e liderados que aumentem a autonomia dos trabalhadores e permitam que respondam prontamente aos desafios organizacionais.

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 21 no. 3
Type: Research Article
ISSN: 1536-5433

Keywords

Article
Publication date: 4 April 2023

Minseo Kim and Terry A. Beehr

Employees' entrepreneurial behavior, innovativeness, proactiveness and risk-taking can contribute to business performance and success, making it important for the organization…

Abstract

Purpose

Employees' entrepreneurial behavior, innovativeness, proactiveness and risk-taking can contribute to business performance and success, making it important for the organization. Yet, little is known about how management can promote their employees' entrepreneurial behaviors. Based on workplace resources theories, the present study tested a serial mediation model. Empowering leadership predicts employees' resources of role breadth self-efficacy and meaningful work via demand-ability fit and need-supply fit, which subsequently lead employees to exhibit entrepreneurial behaviors.

Design/methodology/approach

Korean employees (n = 200) working in a variety of industries participated in a two-wave survey with a five-week time lag.

Findings

Structural equation modeling supported a serial mediation model showing how empowering leadership can promote employees' person-job fit. Increased person-job fit was related to enhanced employees' role breadth self-efficacy and meaningful work, which in turn predicted entrepreneurial behaviors. Alternative models with more direct paths did not improve model fit, highlighting the roles of the mediators. Empowering leadership is an important resource facilitating entrepreneurial activities through its influence on employees' fit perceptions and resources.

Originality/value

The present study contributes to entrepreneurial behavior literature by showing the importance of job and personal resources in explaining the determinants of employees' entrepreneurial behavior.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 29 no. 4
Type: Research Article
ISSN: 1355-2554

Keywords

Article
Publication date: 21 March 2023

Chung-Jen Wang

On the basis of the hierarchical organizational structure, this study investigated how empowering leadership influences hotel employees' proactive work behavior through multiple…

Abstract

Purpose

On the basis of the hierarchical organizational structure, this study investigated how empowering leadership influences hotel employees' proactive work behavior through multiple cross-level mediation processes. This study also investigated whether psychological empowerment, positive psychological capital, job characteristics and job embeddedness can activate the linkage of the aforementioned trickle-down effects.

Design/methodology/approach

This study draws data from 826 international tourist hotel employees at different times with hierarchical linear modeling (HLM) analyses.

Findings

Multiple cross-level mediation analyses indicate that (1) psychological empowerment mediates the cross-level influences of empowering leadership on job characteristics and positive psychological capital; (2) positive psychological capital mediates the cross-level influences of empowering leadership on job embeddedness and proactive work behavior; and (3) job embeddedness mediates the cross-level influences of psychological empowerment and job characteristics on proactive work behavior.

Practical implications

In the post-pandemic era, the valuable trickle-down effects of empowering leadership could spill over into employees' positive beliefs of psychological empowerment, which ultimately benefit working responsibility and organizational operations.

Originality/value

The results support and suggest that maximizing the benefits of empowering leadership could eventually foster proactivity and performance in the workplace under hospitality and tourism settings.

Details

Journal of Hospitality and Tourism Insights, vol. 7 no. 1
Type: Research Article
ISSN: 2514-9792

Keywords

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 the…

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 this…

1294

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. 47 no. 9
Type: Research Article
ISSN: 2046-9012

Keywords

1 – 10 of over 26000