Leadership Empowerment Behaviour, Work Engagement and Turnover Intention : the Role of Psychological Empowerment

• Autorzy: Sonja de Klerk , Marius W. Stander
• Języki publikacji: EN

Abstrakty

EN

Research purpose: The purpose of this study was to investigate the relationship between leadership empowerment behavior, psychological empowerment, work engagement and turnover intention. The study further investigated whether psychological empowerment mediates the relationship between leadership empowerment behavior and turnover intention and work engagement respectively.

Research design, approach and method: A cross-sectional survey design was used with a convenience sample (N = 322). Confirmatory factor analysis was used to test whether the measures of the constructs were consistent with the understanding of the nature of the constructs and to test whether the data fitted the hypothesized measurement model. Structural Equation Modeling (SEM) was used to examine the structural relationships between the constructs.

Measuring instruments: The Leader Empowering Behavior Questionnaire, Measuring Empowerment, Work Engagement and Turnover Intention scales were administered.

Main findings: The results showed significant positive relationships between leadership empowerment behavior, psychological empowerment, work engagement and a negative correlation with turnover intention. Leadership empowerment behavior affected work engagement through psychological empowerment.

Practical implications: It is recommended that leadership discussions, training programs and individual coaching about leadership empowering behavior takes place.

Keywords: talent management, leadership empowerment behavior, psychological empowerment, work engagement, turnover intention, positive organizations (original abstract)

Słowa kluczowe

EN

Psychology of management; Organisational behaviour; Leadership; Talent management

PL

Psychologia zarządzania; Zachowania organizacyjne; Przywództwo; Zarządzanie talentami

• Czasopismo: Journal of Positive Management
• Rocznik: 2014
• Tom: 5
• Numer: nr 3
• Strony: 28--45

Twórcy

autor

Sonja de Klerk

• North-West University, South Africa

autor

Marius W. Stander

• North-West University, South Africa

Bibliografia

• Albrecht, L.S., Andreetta, M. (2011), "The influence of empowering leadership, empowerment and engagement on affective commitment and turnover intentions in community health service workers: Test of a model", Leadership in Health Services, Vol. 24 No. 3, pp. 228-237. DOI:http://dx.doi.org/10.1108/17511871111151126
• Appelbaum, S.H., Hébert, D., Le Roux, S. (1999), "Empowerment: Power, culture and leadership - A strategy or fad for the millennium?", Journal of Workplace Learning, Vol. 11 No. 7, pp. 233-254. DOI:http://dx.doi.org/10.1108/13665629910291929
• Arnold, J.A., Arad, S., Rhoades, J.A., Drasgow, F. (2000), "The empowering leadership questionnaire: The construction and validation of a new scale for measuring leader behaviors", Journal of Organizational Behavior, Vol. 21 No. 3, pp. 249-269. DOI:http://dx.doi.org/10.1002/(SICI)1099-1379(200005)21:3%3C249::AID-JOB10%3E3.0.CO;2-%23
• Ashford, O., Dieck, E. (2012), "A heightened interest in human capital as strategic asset", available at: http://www.directorship.com/a-heightened-interest-in-humancapital-as-a-strategic-asset (accessed 22 July 2013).
• Bakker, A.B., Bal, P.M. (2010), "Weekly work engagement and performance: A study among starting teachers", Journal of Occupational and Organizational Psychology, Vol. 83 No. 1, pp. 189-206. DOI:http://dx.doi.org/10.1348/096317909X402596
• Bakker, A.B., Schaufeli, W.B. (2008), "Positive organizational behavior: Engaged employees in flourishing organizations", Journal of Organizational Behavior, Vol. 29 No. 2, pp. 147-154. DOI:http://dx.doi.org/10.1002/job.515
• Bhatnagar, J. (2007), "Talent management strategy of employee engagement in Indian ITES employees: Key to retention", Employee Relations, Vol. 29 No. 6, pp. 640-663. DOI:http://dx.doi.org/10.1108/01425450710826122
• Bhatnagar, J. (2012), "Management of innovation: Role of psychological empowerment, work engagement and turnover intention in the Indian context", Journal of Human Resource Management, Vol. 23 No. 5, pp. 928-951. DOI:http://dx.doi.org/10.1080/09585192.2012.651313
• Cameron.K., Mora, C., Leutscher, T., Calarco, M. (2011), " Effects of Positive Practices on Organizational Efeectiveness", Journal of Applied Behavioral Science, Vol. 47 No. 3, pp. 266-308. DOI:http://dx.doi.org/10.1177/0021886310395514
• Cameron, K. (2008), Positive leadership: Strategies for extraordinary performance, Berrett-Koehler, Inc., San Francisco, CA.
• Cameron, K. (2013), Practising positive leadership: Tools and techniques that create extraordinary results, Berrett-Koehler, Inc., San Francisco, CA.
• Carmeli, A., Weisberg, J. (2006), "Exploring turnover intentions among three professional groups of employees", Human Resource Development International, Vol. 9 No. 2, pp. 191-206. DOI:http://dx.doi.org/10.1080/13678860600616305
• Chen, G., Sharma, P.N., Edinger, S., Shapiro, D.L., Farh, J.L. (2011), "Motivating and demotivating forces in teams: Cross-level influences of empowering leadership and relationship conflict". Journal of Applied Psychology, Vol. 96 No. 3, pp. 541-557. DOI:http://dx.doi.org/10.1037/a0021886
• Conger, J.A., Kanungo, R.N. (1988), "The empowerment process: Integrating theory and practice", Academy of Management Review, Vol. 13 No. 3, pp. 471-482. DOI:http://dx.doi.org/10.2307/258093
• De Poel, F.M., Stoker, J.I., Van der Zee, K.I. (2012), "Climate control? The relationship between leadership, climate for change, and work outcomes", The International Journal of Human Resources Management, Vol. 23 No. 4, pp. 694-713. DOI:http://dx.doi.org/10.1080/09585192.2011.561228
• De Villiers, J.R., Stander, M.W. (2011), "Psychological empowerment, work engagement and turnover intention: The role of leader relations and role clarity in a financial institution", Journal of Psychology in Africa, Vol. 21 No. 3, pp. 405-412.
• De Vos, A.S. (Ed.), Strydom, H., Fouché, C.B., Delport, C.S.L. (2011), Research at grass roots: For the social sciences and human service profession, Van Schaik Publishers, Pretoria, SA.
• Dewettinck, K., Van Ameijde, M. (2011), "Linking leadership empowerment behavior to employee attitudes and behavioral intentions", Personnel Review, Vol. 40 No. 3, pp. 284-305. DOI:http://dx.doi.org/10.1108/00483481111118621
• Druskat, V.U., Wheeler, J.V. (2003), "Managing from the boundary: The effective leadership of self-managing work teams", Academy of Management Journal, Vol. 46 No. 4, pp. 435-457. DOI:http://dx.doi.org/10.2307/30040637
• Du Plooy, J., Roodt, G. (2010), "Work engagement, burnout and related constructs as predictors of turnover intentions", South African Journal of Industrial Psychology, Vol. 36 No. 1, pp. 1-13. DOI:http://dx.doi.org/10.4102/sajip.v36i1.910
• Firth, L., Mellor, D.L., Moore, K.A., Loquet, C. (2004), "How can managers reduce employee intention to quit?", Journal of Managerial Psychology, Vol. 19 No. 2, pp. 170-187. DOI:http://dx.doi.org/10.1108/02683940410526127
• Forrester, R. (2000), "Empowerment: Rejuvenating a potent idea", Academy of Management Executive, Vol. 14 No. 3, pp. 67-80. DOI:http://dx.doi.org/10.5465/AME.2000.4468067
• Greasley, K., Bryman, A., Dainty, A., Price, A., Naismith, N., Soetanto, R. (2008), "Understanding empowerment from an employee perspective", Team Performance Management, Vol. 14 No. 1, pp. 39-55. DOI:http://dx.doi.org/10.1108/13527590810860195
• Gregory, B.T., Albritton, M.D., Osmonbekov, T. (2010), "The mediating role of psychological empowerment on the relationships between P-O fit, job satisfaction, and in-role performance", Journal of Business Psychology, Vol. 25 No. 4, pp. 639-647. DOI:http://dx.doi.org/10.1007/s10869-010-9156-7
• Hair, J.F., Black, W.C., Babin, B.J., Anderson, R.E. (2010), Multivariate data analysis: A global perspective, Upper Saddle River, Pearson Education, New Jersey.
• Hakimi, N., Van Knippenberg, D., Giessner, S. (2010), "Leader empowering behavior: The leader's perspective", British Journal of Management, Vol. 21 No. 3, pp. 701-716. DOI:http://dx.doi.org/10.1111/j.1467-8551.2010.00703.x
• Hannah, S.T., Woolfolk, R.L., Lord, R.G. (2009), "Leader self-structure: A framework for positive leadership", Journal of Organizational Behavior, Vol. 30 No. 2, pp. 269 - 290. DOI:http://dx.doi.org/10.1002/job.586
• Harter, J.K., Schmidt, F.L., Hayes, T.L. (2002), "Business-unit level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis", Journal of Applied Psychology, Vol. 87 No. 2, pp. 268-279. DOI:http://dx.doi.org/10.1037/0021-9010.87.2.268
• Hayes, A.F. (2009), "Beyond Baron and Kenny: Statistical mediation analysis in the new millennium", Communication Monographs, Vol. 76 No. 4, pp. 408-420.
• Hempel, P.S., Zhang, Z., Han, Y. (2012), "Team empowerment and the organizational context: Decentralization and the contrasting effects of formalization", Journal of Management, Vol. 38 No. 2, pp. 475-501.
• IBM Corporation. (2012), "IBM SPSS statistics for Windows, version 21.0", Armonk, NY, IBM Corporation. [computer software].
• Kahn, W.A. (1990), "Psychological conditions of personal engagement and disengagement at work", Academy of Management Journal, Vol. 33 No. 4, pp. 692-724. DOI:http://dx.doi.org/10.2307/256287
• Kahumuza, J., Schlechter, A.F. (2008), "Examining the direct and some mediated relationships between perceived support and intention to quit", Management Dynamics, Vol. 17 No. 3, pp. 2-19.
• Kanter, R.M. (1977), Men and women of the corporation, Basic Books, New York, NY.
• Kelloway, E.K., Turner, N., Barling, J., Loughlin, C. (2012), "Transformational leadership and employee psychological well-being: The mediating role of employee trust in leadership", Work and Stress: An International Journal of Work, Health and Organizations, Vol. 26 No. 1, pp. 39-55. DOI:http://dx.doi.org/10.1080/02678373.2012.660774
• Knight, R. (2011), "Employee engagement: A study of employee engagement at Topaz's South Dublin region service stations", Master's Thesis, National College of Ireland, Dublin.
• Konczak, L.J., Stelly, D.J., Trusty, M.L. (2000), "Defining and measuring empowerment leader behaviors: Development of an upward feedback instrument", Educational and Psychological Measurement, Vol. 60 No. 2, pp. 301-313.
• Lawler, E.E., Mohrman, S.A., Benson, G. (2001), Organizing for high performance: Employee involvement, TQM, reengineering, and knowledge management in the Fortune 1000, Jossey-Bass, San Francisco, CA.
• Liden, R.C., Wayne, S.J., Sparrowe, R.T. (2000), "An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes", Journal of Applied Psychology, Vol. 85 No. 3, pp. 407-416. DOI:http://dx.doi.org/10.1037/0021-9010.85.3.407
• Luthans, F., Youssef, C.M. (2007), "Emerging positive organizational behavior", Journal of Management, Vol. 33 No. 3, pp. 321-349. DOI:http://dx.doi.org/10.1177/0149206307300814
• Mathieu, J.E., Gilson, L.L., Ruddy, T.M. (2006), "Empowerment and team effectiveness: An empirical test of an integrated model", Journal of Applied Psychology, Vol. 91 No. 1, pp. 97-108. DOI:http://dx.doi.org/10.1037/0021-9010.91.1.97
• Maslach, C., Leiter, M.P. (2005), "Stress and burnout: The critical research", in: Cooper, C.L. (Ed.), Handbook of stress medicine and health, CRC Press, London, UK, pp. 155 - 172.
• Mendes, F., Stander, M.W. (2011), "Positive organisation: The role of leader behaviour in work engagement and retention", South African Journal of Industrial Psychology, Vol. 37 No. 1, pp. 1-13. DOI:http://dx.doi.org/10.4102/sajip.v38i1.900
• Menon, S.T. (2001), "Employee empowerment: An integrative psychological approach", Applied Psychology: An International Review Vol. 50 No. 1, pp. 153-180. DOI:http://dx.doi.org/10.1111/1464-0597.00052
• Mills, M J., Fleck, C.R., Kozikowski, A. (2013), "Positive psychology at work: A conceptual review, state-of-practice assessment, and a look ahead", The Journal of Positive Psychology, Vol. 8 No. 2, pp. 153-164.
• Muthén, B. (2010), Bayesian Analysis in Mplus: A brief introduction, Mplus Technical Report, available at: http:nnwww.statmodel.com (accessed 22 July 2013).
• Muthén, B.O., Muthén, L.K. (2004), Mplus, Muthén & Muthén, Los Angeles, CA [computer software].
• Muthén, L.K., Muthén, B.O. (2013), Mplus user's guide, Muthén & Muthén, Los Angeles, CA.
• Park, J.S., Kim, T.H. (2009), "Do types of organisational culture matter in nurse job satisfaction and turnover intention?", Leadership Health Services, Vol. 22 No. 1, pp. 20-38. DOI:http://dx.doi.org/10.1108/17511870910928001
• Pearce, C.L., Sims, H.P. (2002), "Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors", Group Dynamics: Theory, Research, and Practice, Vol. 6 No. 2, pp. 172-97. DOI:http://dx.doi.org/10.1037/1089-2699.6.2.172
• Preacher, K.J., Hayes, A.F. (2008), "Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models", Behavior Research Methods, Vol. 40 No. 3, pp. 879-891. DOI:http://dx.doi.org/10.3758/BRM.40.3.879
• Quinn, R.E., Spreitzer, G.M. (1997), "The road to empowerment: Seven questions every leader should consider", Organizational Dynamics, Vol. 26 No. 2, pp. 37-49. DOI:http://dx.doi.org/10.1016/S0090-2616(97)90004-8
• Raub, S., Robert, C. (2010), "Differential effects of empowering leadership on in-role and extra-role employee behaviors: Exploring the role of psychological empowerment and power values", Human Relations, Vol. 63 No. 11, pp. 1743-1770. DOI:http://dx.doi.org/10.1177/0018726710365092
• Rothmann, S. (2010), The reliability and validity of measuring instruments of happiness in the Southern African context, North-West University,Vanderbijlpark, SA.
• Satorra, A., Bentler, P.M. (2010), "Ensuring positiveness of the scaled difference chisquare test statistic", Psychometrika, Vol. 75 No. 2, pp. 243-248. DOI:http://dx.doi.org/10.1007/s11336-009-9135-y
• Schaufeli, W.B., Bakker, A.B. (2004), "Job demands, job resources and their relationship with burnout and engagement: A multi-sample study", Journal of Organizational Behavior, Vol. 25 No. 3, pp. 293-315. DOI:http://dx.doi.org/10.1002/job.248
• Schreiber, J.B. (2008), "Core reporting practices in structural equation modeling", Administrative Pharmacy, Vol. 4 No. 2, 83-97. DOI:http://dx.doi.org/10.1016/j.sapharm.2007.04.003
• Seibert, S.E., Wang, G., Courtright, S.H. (2011), "Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review", Journal of Applied Psychology, Vol. 96 No. 5, pp. 981-1003. DOI:http://dx.doi.org/10.1037/a0022676
• Siong, Z.M.B., Mellor, D., Moore, K.A., Firth, L. (2006), "Predicting intention to quit in the call centre industry: Does the retail model fit?", Journal of Managerial Psychology, Vol. 21 No. 3, pp. 231-243. DOI:http://dx.doi.org/10.1108/02683940610659579
• Sjöberg, A., Sverke, M. (2000), "The interactive effect of job involvement and organizational commitment on job turnover revisited: A note on the mediating role of turnover intention", Scandinavian Journal of Psychology, Vol. 41 No. 3, pp. 247-252. DOI:http://dx.doi.org/10.1111/1467-9450.00194
• Spreitzer, G.M. (1995), "Psychological empowerment in the workplace: Dimensions, measurement, and validation", Academy of Management Journal, Vol. 38 No. 5, pp. 1442-1465. DOI:http://dx.doi.org/10.2307/2568665
• Srivastava, A., Bartol, K.M., Locke, E.A. (2006), "Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance", Academy of Management Journal, Vol. 49 No. 6, pp. 1239-1251. DOI:http://dx.doi.org/10.5465/AMJ.2006.23478718
• Stander, M.W., Rothmann, S. (2010), "Psychological empowerment, job insecurity and employee engagement", South African Journal of Industrial Psychology, Vol. 36 No. 1, pp. 1-8.
• Steger, F.M., Littman-Ovadia, H., Miller, M., Menger, L., Rothmann, S. (2013), "Engaging in work even when it is meaningless: Positive affective disposition and meaningful work interact in relation to work-engagement", Journal of Career Assessment, Vol. 21 No. 2, pp. 348-361. DOI:http://dx.doi.org/10.1177/1069072712471517
• Thomas, K.W., Velthouse, B.A. (1990), "Cognitive elements of empowerment: An 'interpretive' model of intrinsic task motivation", Academy of Management Review, Vol. 15 No. 4, pp. 666-681.
• Van Dierendonck, D., Dijkstra, M. (2012), "The role of the follower in the relationship between empowering leadership and empowerment: A longitudinal investigation", Journal of Applied Social Psychology, Vol. 42 No. 1, pp. 1-20. DOI:http://dx.doi.org/10.1111/j.1559-1816.2012.01022.x
• Van Schalkwyk, S., Du Toit, D.H., Bothma, A.S., Rothmann, S. (2010), "Job insecurity, leadership empowerment behaviour, employee engagement and intention to leave in a petrochemical laboratory", South African Journal of Human Resource Management, Vol. 8 No. 1, pp. 234-241.
• Wallace, J.C., Johnson, P.D., Mathe, K., Paul, J. (2011), "Structural and psychological empowerment climates, performance, and the moderating role of shared felt accountability", Journal of Applied Psychology, Vol. 96 No. 4, pp. 840-850. DOI:http://dx.doi.org/10.1037/a0022227
• Zbierowski, P. (2011), "The positive potential of high performance organization", Journal of Positive Management, Vol. 2 No. 1, pp. 94-108.
• Zhang, X., Bartol, K.M. (2010), "Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation and creative process engagement", Academy of Management Journal, Vol. 53 No. 1, pp. 107-128. DOI:http://dx.doi.org/10.5465/AMJ.2010.48037118
• Yukl, G.A., Becker, W.S. (2006), "Effective empowerment in organizations", Organization Management Journal, Vol. 3 No. 3, pp. 210-231. DOI:http://dx.doi.org/10.1057/omj.2006.20

Identyfikatory

DOI

10.12775/JPM.2014.018