Empowering Leadership and Psychological Health: The Mediating Role of Psychological Empowerment

Tripathi, Nachiketa; Bharadwaja, Manaswita

doi:10.1007/s10672-020-09349-9

Cited by 28 publications

(36 citation statements)

References 72 publications

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“…On the other hand, leaders of the organization can stimulate employee coping behavior. This statement is supported by Tripathi & Bharadwaja (2020). Eisenbeck, Pérez-Escobar & Carreno (2021) suggested to overcome the problem of psychological vulnerability, the organization must have a leader's support.…”

Section: Introductionmentioning

confidence: 93%

Authentic Leadership on Employee Coping and Its Impact on Psychological Vulnerable: Survey on Public Organization in Bandung, Indonesia

Hadian

Juhana

Sukmalana

et al. 2022

Acad. J. Interdiscip. Stud.

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The study tested the preceding research model to develop theories regarding aspects of authentic leadership and employee coping in public organizations. Researchers conducted a survey on public organizations with 198 respondents whose task is providing services to the community. Researchers used the convenience sampling technique to take samples of respondents who work in public organizations in Bandung, Indonesia. To test the proposed research model, researchers used a non-parametric approach to predict the model of research. The result of this study indicates there is a connection between authentic leadership and psychological vulnerability mediated by proactive coping in uncertain situations, especially during COVID-19. The study result contributes to filling the research gaps, which shows the effectiveness of authentic leadership in encouraging proactive behavior of employees in dealing with stress and reducing the impact of psychological vulnerability on employees of public organizations. The research implication recommends that leaders of public organizations encourage the employees' proactive behavior by providing direct support. Thus, the employees can be more effective in dealing with uncertain situations to decrease the impact of psychological vulnerability. Received: 17 April 2022 / Accepted: 19 August 2022 / Published: 2 September 2022

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Section: Introductionmentioning

confidence: 93%

Authentic Leadership on Employee Coping and Its Impact on Psychological Vulnerable: Survey on Public Organization in Bandung, Indonesia

Hadian

Juhana

Sukmalana

et al. 2022

Acad. J. Interdiscip. Stud.

View full text Add to dashboard Cite

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“…Achieving the desired effect of Psychological Empowerment requires an increased level of trust between employees and their superiors. Subordinates who perceive higher-level trust Intrinsic Work Motivation, enhance organizational citizenship, and motivate employees to stay in the organization [ 78 , 80 ]. Perceived Leader Trust is the process of stimulating employees’ Intrinsic Work Motivation [ 69 ].…”

Section: Research Design and Data Analysismentioning

confidence: 99%

Analysis of the Mediating Role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance

Liu¹,

Ren²

2022

IJERPH

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High levels of trust between employees and leaders moderate the relationship between organizational management practices. A collaborative environment encourages employees to have more Psychological Empowerment, which in turn leads to better performance. Based on Intrinsic Work Motivation and Self-Evaluation, this paper uses Perceived Leader Trust as an independent variable, Employee Work Performance as a dependent variable, and introduces Psychological Empowerment to explore the internal mechanism of perceived trust. This paper proposes a total of 28 hypotheses, and 25 hypotheses have been verified. The specific research conclusions are as follows: (1) Perceived Leader Trust has a positive impact on Employee Work Performance. (2) Perceived Leader Trust positively affects employees’ Psychological Empowerment. Perceived Leader Dependence has a significant impact on all dimensions of Psychological Empowerment, but the relationship between Perceived Information Disclosure and Work Meaning is not significant. (3) Psychological Empowerment is positively correlated with Employee Work Performance, in which the four dimensions of Psychological Empowerment are significantly related to Employee Task Performance, while Work Meaning and Autonomy are not significantly related to Employee Relationship Performance. (4) Psychological Empowerment, as the overall perception of employees, plays a partial mediating role between Perceived Leader Trust and Employee Work Performance. This paper verifies the role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance, and explores the internal mechanism of Perceived Leader Trust from the perspective of employees’ Intrinsic Work Motivation, which promotes the development of organizational management practices.

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“…Bester, Stander, and van Zyle [46] concluded that accountability and self-directed decisionmaking affect employees' participation substantially which implies that leaders who create feelings of independence and affecting the working environment (as experienced by the employees) will experience a significant level of participation from their subordinates. Tripathi and Bharadwaja [88] found that there was a strong indirect effect of empowering leadership on general mental health through psychological empowerment. The findings of this study revealed the effectiveness of empowering leadership in forecasting positive health outcomes.…”

Section: Plos Onementioning

confidence: 99%

Leadership empowering behaviour as a predictor of employees’ psychological well-being: Evidence from a cross-sectional study among secondary school teachers in Kohat Division, Pakistan

et al. 2021

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In this technologically developed scenario, many organizations in developing countries including Pakistan have expanded the enthusiasm for understanding and creating an encouraging administrative and managerial environment. Numerous organizations are struggling for structural changes by deserting the old-fashioned organizational management style and implementing an empowering leadership where leaders give more authority to subordinates in decision making and responsibilities with the aim to increase organizational productivity. Therefore, the study examined the leadership empowering behaviour as a predictor of employees’ psychological well-being of the educational institutions at secondary level in Kohat Division, Pakistan. A total sample of 564 secondary school teachers (male n = 379; female n = 185) was carefully chosen through a stratified random sampling technique. In this study, a non-experimental predictive correlational design was adopted. In order to collect data from the participants, two different standardized research tools i.e., the Leader Empowering Behaviour Questionnaire and Ryff’s Psychological Well-being Scale were used. After the collection of data, it was analyzed on the basis of mean, standard deviation, Pearson’s product-moment correlation, and multiple linear regression model. In conclusion, the study confirmed a significant positive correlation between leadership empowering behaviour and employees’ psychological well-being. Leadership empowering behaviours predict employees’ psychological well-being positively. Therefore, it was recommended that empowering behaviour might be adopted by the school leaders to improve the employees’ psychological well-being for better organizational productivity.

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Empowering Leadership and Psychological Health: The Mediating Role of Psychological Empowerment

Cited by 28 publications

References 72 publications

Authentic Leadership on Employee Coping and Its Impact on Psychological Vulnerable: Survey on Public Organization in Bandung, Indonesia

Authentic Leadership on Employee Coping and Its Impact on Psychological Vulnerable: Survey on Public Organization in Bandung, Indonesia

Analysis of the Mediating Role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance

Leadership empowering behaviour as a predictor of employees’ psychological well-being: Evidence from a cross-sectional study among secondary school teachers in Kohat Division, Pakistan

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