The interactive effect of leader–member exchange and electronic communication on employee psychological empowerment and work outcomes

Hill, N. Sharon; Kang, Jae Hyeung; Seo, Myeong-Gu

doi:10.1016/j.leaqua.2014.04.006

Cited by 85 publications

(84 citation statements)

References 72 publications

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“…In the term, it involves the power and freedom to act for its own administration, and in the organizational sense means the design of organization's structure, in which individuals are more prepared to take on their responsibilities in spite of having control on themselves [5].…”

Section: -2-psychological Empowermentmentioning

confidence: 99%

“…Psychological empowerment includes giving power and freedom to act for its own administration, and in the organizational concept means the design of an organization's structure, in which individuals are ready to accept more responsibilities in spite of having control on themselves [5]. The dimensions of psychological empowerment include self-determination, sense of competence, sense of being effectiveness, and sense of meaningfulness.…”

Section: -Introductionmentioning

confidence: 99%

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The Effect of Transformational Leadership on Employees' Attitude by Considering the Mediating Role of Psychological Empowerment (Case Study: Municipality of Karaj, Region 1)

Panahbehagh

Shakib

2018

ESJ

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This research was conducted to investigate the relation between transformational leadership and staff's attitudes with consideration of the mediating role in psychological empowerment. The purpose was applied type and the method used in this research was descriptive-survey. To collect the relevant data in this study, Sung's staff attitude standard questionnaire (2006), Bass & Alluvium's Transformational Leadership Questionnaire (2000) and Spreitzer's Psychological Capital Questionnaire (1998) were used. The reliability of each questionnaire was 0.786.0.802 and 0.799, respectively. The population studied was the staff and managers of the municipality in Region 1, Karaj with 280 persons. Regarding to their limited number, 162 individuals were selected randomly to determine the sample size using the Morgan table and the questionnaire was distributed among these individuals. To collect the information and data required to evaluate the research's hypotheses, a questionnaire and statistical analysis software as SPSS and LISREL were evaluated. At the inferential level, inferential techniques such as Kolmogorov-Smirnov's normal test, Pearson correlation test, and structural equation modeling were used to test the hypotheses. Based on the results, the studied hypotheses were accepted.

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Section: -2-psychological Empowermentmentioning

confidence: 99%

Section: -Introductionmentioning

confidence: 99%

The Effect of Transformational Leadership on Employees' Attitude by Considering the Mediating Role of Psychological Empowerment (Case Study: Municipality of Karaj, Region 1)

Panahbehagh

Shakib

2018

ESJ

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“…However, it should be noted that in this process, privacy of people should be considered. Sharon et al (2014) have conducted a study to investigate mutual effect of leader-member e-communications in psychological empowerment and working outputs of employees. Obtained results from the study indicated that to have proper perception of role of leader in prevailing mental empowerment and positive outputs of work for personnel, they should be involved in their electronic communications.…”

Section: Selectionmentioning

confidence: 99%

“…The finding is not in consistence with results of previous studies. Researchers such as David et al (2015); Sharon et al (2014);Ferry de vit (2011);Remus (2007) and Imanipour et al (2012) have found in their studies that to have good understanding of role of leaders in prevailing mental ability and positive results of working (job satisfaction, organizational commitment and job performance) for employees, they should be involved in e-communications in their working process. In fact, through making them be involved in the electronic processes can be in significant correlation with this issue in psychological terms; meaning that satisfaction and commitment of employees to their job would be enhanced, whereby results and outputs of their work would be also empowered.…”

Section: Conclusion and Suggestionsmentioning

confidence: 99%

Assessing the Impact of Electronic Human Resource Management on Creation of Organizational Agility: A Study in the Bushehr Banks, Iran

Hamidianpour¹,

Esmaeilpour²,

Firoozi³

2016

ASS

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Agility is a series of capabilities and competencies, which can cause survival and growth of the organization in business environment. One of the approaches that help organizations to enhance agility is electronic human resource management (E-HRM) approach. The main objective of the present study is finding an answer for this issue that how one can use E-HRM approach to develop organizational agility. In this study that has been conducted using survey method, after review of foreign and domestic research literature and construction of conceptual model, a questionnaire would be provided and distributed among employees of bank branches of Bushehr City in Iran and finally, collected data from 315 questionnaires would be analyzed using structural equation modeling method. Obtained results from the study confirm the presented conceptual model and indicate that using electronic learning of human resources, electronic payment of human resources, human resources maintenance and electronic performance appraisal of human resources and also electronic human resource management (E-HRM) can affect organizational agility significantly in confidence level of 99%. In addition, effect of variables of Electronic employment of human resources and human resource communications on organizational agility has not been confirmed.Keywords: electronic human resource management (E-HRM), e-learning of human resources, e-payment of human resources, e-performance appraisal of human resource, organizational agility

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“…For instance, LMX is said to be related to perceived meaning because, in high LMX relationships, the subordinate has increased access to their supervisor which facilitates understanding and subsequently meaning (Hill, Kang, & Seo, ). Furthermore, May et al .…”

Section: Introductionmentioning

confidence: 99%

A process model linking family‐supportive supervision to employee creativity

McKersie

Matthews

Smith

et al. 2019

J Occupat & Organ Psyc

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In the current study, we strategically link the work–family literature to employee creativity, a construct seen as a linchpin for organizational success, through family‐supportive supervision based on the concept of reciprocity of interdependent exchanges within social exchange theory. In Study 1 (N = 188), based on data with a one‐month lag between two assessments, we demonstrate that family‐supportive supervision is an explanatory leadership behaviour that connects broader leadership styles (i.e., leader–member exchange) to employee creativity. In Study 2, we further unpack the theoretical exchange processes at work to better address the leadership–creativity black box. With a sample of 251 participants, surveyed at two time points, we leverage a motivational process model and demonstrate that meaningfulness and intrinsic motivation mediate the relationship between family‐supportive supervision and creativity. These findings provide insight into the motivational mechanisms involved in the social exchange process and implications for inciting employee creativity through family‐supportive supervision. Practitioner points We demonstrate that family‐supportive supervision is an important driver of constructs of strategic importance (e.g., motivation, creativity) to many organizations. We provide practitioners with a focused opportunity for intervention to promote creativity given that leaders can be trained to engage in family‐supportive behaviours. We provide evidence that should encourage practitioners to start thinking about processes related to sustaining creativity.

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The interactive effect of leader–member exchange and electronic communication on employee psychological empowerment and work outcomes

Cited by 85 publications

References 72 publications

The Effect of Transformational Leadership on Employees' Attitude by Considering the Mediating Role of Psychological Empowerment (Case Study: Municipality of Karaj, Region 1)

The Effect of Transformational Leadership on Employees' Attitude by Considering the Mediating Role of Psychological Empowerment (Case Study: Municipality of Karaj, Region 1)

Assessing the Impact of Electronic Human Resource Management on Creation of Organizational Agility: A Study in the Bushehr Banks, Iran

A process model linking family‐supportive supervision to employee creativity

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