The relationship between Leadership, Job satisfaction and Organisational Commitment

Stander, Marius W.; Rothmann, Sebastiaan

doi:10.4102/sajhrm.v6i3.145

Cited by 20 publications

(29 citation statements)

References 38 publications

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“…[12,13] It is also identified with psychological well-being dissensions, brings down levels of employment fulfillment, and contribution, diminished trust and engagement and increased intention to leave. [15][16][17] 1.2 Problem statement and significance of the study Nurses' work has been viewed as a very distressing work since they need to give additional time and effort and managerial concern. [18] Employees who demonstrate separation or disengagement in work, their work practices and performance turn out to be low and they don't demonstrate any exertion or perform well.…”

Section: Psychological Empowermentmentioning

confidence: 99%

“…[4] On the other hand, the experience of being empowered has been proposed to be an arbiter between managerial practices and the outcomes anticipated from empowered workers, such as engagement, organizational commitment, and job performance. [7,17] In addition, despite the fact that a past research directed by De Cuyper et al (2008) demonstrated that job insecurity related to work engagement, yet, a paucity of researches were available regarding nurses' psychological empowerment and its connection to work engagement and job insecurity. [19] Little is known whether nurses' perception of psychological empowerment, work engagement is related to their perception of job insecurity [19] particularly with regards to the context of Egyptian hospitals.…”

Section: Psychological Empowermentmentioning

confidence: 99%

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Nurses’ perception of psychological empowerment and its relationship to work engagement and job insecurity

Hashish

All

Mousa

2018

JNEP

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Background and objective: Psychological empowerment and work engagement are vital factors to consider when managing changes in workplace and enhancing both individual and overall organizational performance and increasing nurses' job security. This study aimed to explore how nurses perceive their psychological empowerment, work engagement, and job insecurity. Further, to investigate whether nurses' perception of psychological empowerment is related to their work engagement and job insecurity. Methods: A descriptive correlational research design was conducted using a convenience sample of nurses (N = 400) working in Damanhur educational hospital, Egypt. Psychological Empowerment Questionnaire, Utrecht Work Engagement Scale, and Job Insecurity Inventory proved valid and reliable to measure study variables.Results: The present study revealed that nurses experienced high psychological empowerment and work engagement and perceive a lower level of job insecurity. A significant positive correlation was found between nurses' perception of psychological empowerment and their work engagement. On the contrary, Job Insecurity was negatively correlated with each of psychological empowerment and work engagement (p < .001). In addition, psychological empowerment and work engagement can significantly predict 6.6%, and 9.3% of job insecurity respectively where the regression model is significant (p < .001). Conclusions: Nurses perceived their work environment as empowering and their work as challenging and stimulating, rending their competence, so they psychologically attached to and engaged in work and feel less job insecurity. Recommendations: Creating an atmosphere of trust and empowering nurses psychologically is inevitable. Hospital managers can adopt strategies that facilitate nurses' engagement and reduce the levels of job insecurity. Positive empowering work climate, social support, and nurse managers leadership styles are factors that foster work engagement and job security.

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Section: Psychological Empowermentmentioning

confidence: 99%

Section: Psychological Empowermentmentioning

confidence: 99%

Nurses’ perception of psychological empowerment and its relationship to work engagement and job insecurity

Hashish

All

Mousa

2018

JNEP

View full text Add to dashboard Cite

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“…These four determinants can also be regarded as psychological conditions that lead to employee engagement. The experience of being empowered has been proposed to be a mediator between empowering managerial practices and the outcomes expected from empowered workers, such as engagement, organisational commitment and job performance (Spreitzer, 1995;Stander & Rothmann, 2008). However, no studies have been found that focus on the relationship between psychological empowerment and employee engagement.…”

Section: Introductionmentioning

confidence: 97%

Psychological empowerment, job insecurity and employee engagement

2010

Self Cite

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Orientation: The psychological empowerment of employees might affect their engagement. However, psychological empowerment and employee engagement might also be influenced by job insecurity.Research purposes: The objective of this study was to examine the relationship between psychological empowerment, job insecurity and employee engagement.Motivation for the study: Employee engagement results in positive individual and organisational outcomes and research information about the antecedents will provide valuable information for the purposes of diagnosis and intervention.Research design, approach and method: A correlational design was used. Survey design was conducted among 442 employees in a government and a manufacturing organisation. The measuring instruments included the Psychological Empowerment Questionnaire, the Job Insecurity Inventory, and the Utrecht Work Engagement Scale.Main findings: Statistically significant relationships were found between psychological empowerment, job insecurity and employee engagement. A multivariate analysis of variance showed that affective job insecurity had a main effect on three dimensions of psychological empowerment (viz. competence, meaning and impact) and on employee engagement. Affective job insecurity moderated the effect of psychological empowerment on employee engagement.Practical implications: The implication of the results is that interventions that focus on the psychological empowerment of employees (viz. meaningfulness, competence, self-determination and impact) will contribute to the engagement (vigour, dedication and absorption) of employees. If job insecurity is high, it is crucial to attend to the psychological empowerment of employees.Contribution: This study contributes to knowledge about the conditions that precede employee engagement, and shows that the dimensions of psychological empowerment (namely experienced meaningfulness, competence, impact and self-determination) play an important role in this regard.How to cite this article: Stander, M.W., & Rothmann, S. (2010). Psychological empowerment, job insecurity and employee engagement. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 36(1), Art. #849, 8 pages. DOI:10.4102/sajip.v36i1.849

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“…Konczak et al (2000) found significant correlations between the dimensions of the LEBQ and job satisfaction (ranging from 0.32 with accountability to 0.63 for delegation of authority). These significant correlations were also found between leader empowering behavior and intrinsic ( r = 0.64) and extrinsic ( r = 0.81) job satisfaction (Stander and Rothmann, 2009).…”

Section: Introductionmentioning

confidence: 80%

Spanish Validation of the Leader Empowering Behavior Questionnaire (LEBQ)

Bonavía

Marín-García

2019

Front. Psychol.

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The concept of empowering leadership (EL) has attracted widespread academic and practical interest and different questionnaires have been developed to measure it. However, there are no instruments to measure EL in the Spanish language. This article presents the translation, adaptation, and validation of a scale to measure this construct. In addition, it analyzes the relationship between managers’ EL and employees’ job satisfaction. In turn, the study analyzes whether employees who participate in a greater number of continuous improvement (CI) programs have supervisors who favor more empowering behaviors. A total of 739 participants with various occupations from different companies that have implemented CI processes filled out the Spanish version of the Leader Empowering Behavior Questionnaire (LEBQ-sp). Two different subsamples were used to test the relationships between the LEBQ and job satisfaction and CI, by means of Pearson’s correlation coefficient and analysis of variance, making it possible to provide evidence about the validity of the Spanish LEBQ. The confirmatory factor analysis supported the original structure of the six-factor model. The factors show a high level of internal consistency, as well as sufficient convergent and discriminant validity. Moreover, the results show that the more companies invest in formal CI programs, the more important it is for their leaders to adapt their behavior by displaying more EL. The LEBQ-sp is a valid and reliable instrument for use in research and a useful tool for applied purposes in the context of Spanish-speaking countries.

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The relationship between Leadership, Job satisfaction and Organisational Commitment

Cited by 20 publications

References 38 publications

Nurses’ perception of psychological empowerment and its relationship to work engagement and job insecurity

Nurses’ perception of psychological empowerment and its relationship to work engagement and job insecurity

Psychological empowerment, job insecurity and employee engagement

Spanish Validation of the Leader Empowering Behavior Questionnaire (LEBQ)

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