Empowering Leadership Behavior and Work Engagement: The Mediating Role of Psychological Empowerment | Chapter 03 | Current Perspective to Economics and Management Vol. 3
Aim:
Is to discuss and test the direct and indirect relationships between the
empowering leadership behaviors and work engagement, and the mediating role of
psychological empowerment in this relationship.
Design:
Descriptive study has been conducted through the theoretical discussion to
build the study model, and empirical study to provide an empirical evidence of
the relationships between variables of study.
Methodology:
The prior literature has been reviewed to learn about the theoretical
background and to formulate the hypotheses. The study applied on a sample of
360 employees at the Egyptian cement industry in Upper Egypt. Data was
collected using work engagement questionnaire based on the Schaufeli, Salanova,
González-Romá, and Bakker (2002) scale. The current study used the scale of the
Zhang & Bartol study (2010), prepared by Ahearne et al., (2005) to measure
the empowering leadership behaviors. Psychological empowerment has been
measured using Spreitzer (1995) and Zhung and Bartol (2010). The study was
conducted using the Statistical Package for Social Sciences (SPSS) program in
data processing for AMOS to test the quality of compatibility between the
collected data and the theoretical data, and the structural model to test the
study hypotheses.
Results:
The empirical study results did not support the direct relationship between
leadership empowered behavior and work engagement. The empowering leadership
behavior is positively affecting the psychological empowerment. Psychological
empowerment was found to be positively affecting work engagement. However, the
psychological empowerment was found to be mediating the relationship between
the two variables.
Conclusion:
The study proved that the psychological empowerment is fully mediating the
relationship between the empowered leader’s behavior and work engagement. This
may draw the attention of the management at the cement factories to increase
the area of empowering both leaders and employees. Leaders in turn should work
more with enhancing the leader-member relations. This may lead to enhancing the
effect of empowering leadership behaviors on work engagement in the future. At the end of this chapter, we reached
some concluding remarks related to the variables studied.
Author(s) Details
Prof. Adel R. M. Rayan
Egypt-Japan University of
Science and Technology (E-JUST), Egypt.
Ahmed S. M. Sebaie Ph.D
Assiut University, Egypt.
Nagwa A. Ahmed
Higher Institute of
Management and Computer Science, Minya, Egypt.
View Volume: http://bp.bookpi.org/index.php/bpi/catalog/book/101
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