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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

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: 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

Article
Publication date: 4 February 2021

Junwei Zheng, Xueqin Gou, Guangdong Wu, Xianbo Zhao, Hongyang Li and Bingsheng Liu

This study investigated the differential effects of empowering leadership and directive leadership in projects. Moreover, how the complex interplay between empowering and…

1114

Abstract

Purpose

This study investigated the differential effects of empowering leadership and directive leadership in projects. Moreover, how the complex interplay between empowering and directive leadership styles influences both leader–member exchange and project performance was also explored.

Design/methodology/approach

Polynomial regression analysis and response surface modeling were applied to analyze 161 matched data collected from project members and managers worked in different projects located in China.

Findings

Four leadership styles were identified, i.e. ambidextrous, delegating, directive and laissez-faire styles. These may be combined with empowering and directive leadership. With regard to (in)congruence, leader–member exchange and project performance improved with ambidextrous style as a form of high–high congruence between empowering and directive leadership compared with laissez-faire style (i.e. low–low congruence). Results were better when a delegating style was combined with empowering leadership at a high level compared with the combination of directive style as directive leadership at a high level. Leader–member exchange was identified to exert a mediating role of the (in)congruence on project performance.

Originality/value

This study confirmed the contingent viewpoint of leadership by identifying distinct leadership styles applied in projects. Furthermore, the co-existence of empowering leadership and directive leadership was examined, and the underlying mechanism between the (in)congruence of empowering and directive leadership and project performance was identified.

Details

Leadership & Organization Development Journal, vol. 42 no. 3
Type: Research Article
ISSN: 0143-7739

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

Article
Publication date: 17 February 2021

Cara-Lynn Scheuer and Catherine Loughlin

Acknowledging that only examining the main effects of diversity may be limiting, the authors explore integrating van Knippenberg et al.'s (2004) categorization–elaboration…

Abstract

Purpose

Acknowledging that only examining the main effects of diversity may be limiting, the authors explore integrating van Knippenberg et al.'s (2004) categorization–elaboration model (CEM) of workgroup diversity as a linchpin in the relationship between empowering leadership and performance in age-diverse work groups. While prior research has focused almost exclusively on the impact of transformational leadership in diverse contexts, few studies have found the positive effects of transformational leadership to be diminished in certain age-diverse contexts. Consequently, the authors investigate whether empowering leadership may be a better approach in this context due to its emphasis on accommodating and participative behaviors.

Design/methodology/approach

Using survey data gathered from work group members across a wide array of industries (N = 214), the authors test for the moderating effects of empowering leadership on the relationship between age diversity and work group performance and its indirect relationship via information elaboration (while controlling for transformational leadership).

Findings

Empowering leadership positively moderated the direct relationship between age diversity and work group performance and the indirect relationship via information elaboration, whereas transformational leadership had the opposite effect. “Coaching” and “showing concern/interacting with the team” drove the positive effects of empowering leadership, and “personal recognition” and “intellectual stimulation” predicted the negative effects of transformational leadership.

Practical implications

This research offers insights into how managers can lead age-diverse work groups more effectively (i.e. by utilizing an empowering as opposed to a transformational leadership approach, with a particular emphasis on “coaching” and “showing concern/interacting with the team” behaviors).

Originality/value

The study identifies an “alternative” moderating contingency to the age diversity–performance relationship (empowering leadership).

Details

Leadership & Organization Development Journal, vol. 42 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 30 March 2021

Yang Cui and Guilan Yu

In the field of innovation, individual innovative performance also has an important impact on team and organizational innovative performance, thus it is necessary to…

Abstract

Purpose

In the field of innovation, individual innovative performance also has an important impact on team and organizational innovative performance, thus it is necessary to identify factors that increase individual innovative performance. One key to unlock individual innovative performance is empowering leadership. Drawing on the Ability-Motivation-Opportunity (AMO) theoretical framework, this study investigates the cross-level influence of team-directed empowering leadership on subordinates' innovative performance and verifies the mediating role of creative self-efficacy (A), intrinsic motivation (M), team knowledge sharing (O) and the moderating effect of feedback seeking climate.

Design/methodology/approach

With a sample of 102 teams and 722 employees, this study uses Mplus7.4 software to carry out cross-level model analysis based on MSEM multilevel mediation test methodology.

Findings

The results from cross-level analysis indicate that: (1) Team-directed empowering leadership has a significant positive impact on subordinates' innovative performance. (2) Team-directed empowering leadership enhances subordinates' innovative performance through the improvement of creative self-efficacy, intrinsic motivation and team knowledge sharing. (3) Based on the feedback perspective, feedback seeking climate moderates the relationship between team-directed empowering leadership and creative self-efficacy, intrinsic motivation and team knowledge sharing.

Originality/value

This study introduced the AMO theory into the research on cross-level mediating mechanism between team-directed empowering leadership and subordinates' innovative performance, which broadens the theoretical research perspective. Considering the difference between empowering leadership and laissez-faire leadership and the guiding role of feedback, this study selects feedback seeking climate as a moderator in view of feedback, which riches the contingency factors on the cross-level effect of team-directed empowering leadership.

Details

International Journal of Manpower, vol. 42 no. 7
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 25 February 2020

Abhishek Singh and Santosh Rangnekar

This research paper aims to develop and test a conceptual model which explains whether and how empowering leadership, through employee goal orientation and job conditions…

1559

Abstract

Purpose

This research paper aims to develop and test a conceptual model which explains whether and how empowering leadership, through employee goal orientation and job conditions, influences employee proactivity. The authors suggest two simultaneous pathways from empowering leadership to employee proactivity based on path-goal theory and social exchange theory.

Design/methodology/approach

Data were collected from 253 frontline employees working in Indian NABH accredited hospitals. Regression analysis was performed to analyze the data with the help of SPSS 24. Further, SPSS process macro was used to test the parallel mediation effects with the help of bootstrapping procedures.

Findings

The important findings of this study are as follows: (1) empowering leadership has direct influence on employee proactivity; (2) empowering leadership, employees' goal orientation and job conditions are important antecedents of employee proactivity; (3) goal orientation and job conditions simultaneously partially mediate the relationship between empowering leadership and employee proactivity. In particular, employees' goal orientation is a more important mediating variable than job conditions in the studied relationship.

Practical implications

Organizations may reap the benefits of employee's proactive work behavior by hiring, training, and developing empowering leaders.

Originality/value

The study adds to the existing literature by building theory in the area of employee proactivity. In doing so, this study explains the less understood relationship between empowering leadership and employee proactivity.

Details

International Journal of Productivity and Performance Management, vol. 69 no. 7
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 19 November 2018

Sanket Sunand Dash and Neharika Vohra

The mechanisms through which superiors’ leadership styles and subordinates’ internal cognitions affect subordinates’ actual behaviour and attitudes are relatively…

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Abstract

Purpose

The mechanisms through which superiors’ leadership styles and subordinates’ internal cognitions affect subordinates’ actual behaviour and attitudes are relatively unexplored in most contexts. This paper aims to bridge the gap by exploring the mediating effect of teachers’ cognitions (psychological empowerment) in the relationship between principals’ leadership style (empowering leadership) and teachers’ behaviour (job crafting) and attitudes (work alienation and organizational commitment).

Design/methodology/approach

Partial least squares structural equation modelling (PLS-SEM) was used on data obtained from 624 teachers of primary classes in Indian private schools.

Findings

Psychological empowerment partially mediates the relationship between empowering leadership and job crafting and job crafting partially mediates the relationship between empowering leadership and work alienation and affective commitment. Work alienation partially mediates the relationship between job crafting and affective commitment. Empowering leadership has a direct effect on job crafting.

Research limitations/implications

Due to the lack of longitudinal data, causality cannot be established. Also, there are concerns about the factor structure of scales.

Practical implications

Principals demonstrating empowering leadership can help teachers become more proactive and feel more empowered, less alienated and more committed. More proactive teachers and less alienated teachers are more likely to engage in self-initiated professional development and collaboration, thereby improving the teaching-learning process. Though this study was done in the school context, it is believed that the findings can plausibly apply to managers/leaders who work with complex, ambiguous work and knowledge workers.

Originality/value

First, the study extends the research on job crafting by studying the relationship between leadership style (empowering leadership) and job crafting. Second, the identification of the mechanisms through which leaders (principals) can help subordinates (teachers) find meaning in work (reduction in alienation) and develop commitment is an original contribution.

Details

Management Research Review, vol. 42 no. 3
Type: Research Article
ISSN: 2040-8269

Keywords

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