The relationship between transformational leadership and employee desire for empowerment

Gill, Amarjit; Fitzgerald, Stephen P.; Bhutani, Smita; Mand, Harvinder S.; Sharma, Suraj P.

doi:10.1108/09596111011018223

Cited by 74 publications

(56 citation statements)

References 22 publications

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“…In the communication and human relationship domain, the results show that the way the head department deals with the staff is based on respect and trust. This result is agreed with the result of (Gill et al, 2010), the results show that the degree functional empowerment is high and its relationship with the leadership is positive according to the exchanging respect and trust. This also agree with the study of (Kreitner & Kiniki, 1994) that shows that the innovate personality leads to interaction and exchanging views, and good relationship with others.…”

Section: The Results Discussion Of the First Questionsupporting

confidence: 81%

“…The study is conducted by Gill et al (2010), which aimed to test the relationship between transformational leadership, empowerment, career, and social behavior. Ways and means have been applied to workers in factories in Canada, and India to test the relationship between transformational leadership, and career empowerment in the countries for different cultural level, the results indicated that the degree of career empowerment was high with transformational leadership with regard to good treatment, and appreciated by others in those two countries, as well as there were statistical differences between workers in both countries.…”

Section: International Research In Educationmentioning

confidence: 99%

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The Administrative Empowerment and its Relationship with the Innovative Behavior among the Head / Coordinators of the Academic Department at the Faculty of Science and Arts, Sharurah - Najran University

Magableh¹,

Otoum²

2014

IRE

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This study aimed to identify the degree of administrative empowerment as well as the degree of the innovative behavior among the head/ coordinators of the academic department at the Science and Art Faculty in Sharurah from the faculty members' perspective during the academic Year 1434-1435 H. It points out if there is correlation between the administrative empowerment and the innovative behavior according to the study variables: gender, major, teaching experience, and academic rank to achieve the objectives of the study. ISSN 2327-5499 2014 http://ire.macrothink.org 84 Two questionnaires were designed to collect data, the first is used to measure the degree of the administrative empowerment among the head/ coordinators of the academic department at the Science and Art Faculty, while the second is used to measure the degree of the innovative behavior among the academic coordinators at the Faculty of Science and Art .The study sample involves (120) male faculty members and (44) female faculty members who were selected randomly from different human and scientific departments at the Faculty of Science and Arts in Sharurah. To answer the questions of the study, the two researchers develop the first questionnaire, which is divided into two parts. The first part is concerned with the personal data, while the second part relates to the administrative empowerment, which contains (45), items distributed on four domains: the administrative work, authority of delegation, self-motivation, communications and human relations. Meanwhile the second questionnaire is, developed by researchers, having (47) items distributed on five domains: mental characteristics, emotional characteristics, innovation and originality, teamwork and simulation International Research in EducationThe study shows that head/ coordinators of the academic department at the Faculty of Science and Arts have a medium degree of administrative empowerment and a medium degree of innovative behavior alike. It also indicates that there is a positive correlation, which has statistical significance between the degree of administrative empowerment among the head/ coordinators of the academic department and their innovative behavior.At the light of this study, the two researchers recommended holding training courses related to the administrative operations among academic coordinators based on efficiency and opportunity equality. The study also recommends selecting the academic Heads / coordinators from those who have innovative leaders and believe in innovation and tendency to take risks.

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Section: The Results Discussion Of the First Questionsupporting

confidence: 81%

Section: International Research In Educationmentioning

confidence: 99%

The Administrative Empowerment and its Relationship with the Innovative Behavior among the Head / Coordinators of the Academic Department at the Faculty of Science and Arts, Sharurah - Najran University

Magableh¹,

Otoum²

2014

IRE

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“…However, it seems that employees' willingness and motivation, especially in this case, play more important role (Ozaralli, 2003). Empowerment of employees through any ways, has lots of advantages for the organization, Advantages such as job performance improvement (Batram, Casimir, 2007), reducing mistakes and increasing the speed of decision-making (Gill et al, 2012), improving collaboration and innovation (Avey et al, 2008) that all of them lead to job performance improving. But the question is that what factors are effective in improvement of employees' empowerment level?…”

Section: Problem Statementmentioning

confidence: 99%

Factors affecting on improvement employee empowerment: Case study: Saipa Corporation

Roozitalab¹,

Majidi²

2017

Int Rev

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“…Leadership, generally, refers to the motivation and influence, practiced by competence and skilled person, on the employees and subordinate to achieve overall organizational objectives (Gill et al, 2010).…”

Section: Employee Job Satisfaction (Ejs)mentioning

confidence: 99%

Is the Relationship between Employees’ Psychological Empowerment and Employees’ Job Satisfaction Contingent on the Transformational Leadership? A Study on the Yemeni Islamic Banks

Al‐Swidi¹,

Nawawi²,

Al-Hosam³

2012

ASS

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The construct of employees' job satisfaction has been gaining an increasing scholarly attention as one of the crucial determinants of organizational effectiveness and success. Specifically, it has been very much acknowledged by both researchers and academics that employees are the most valuable assets of an organization and play the crucial role in achieving its overall objectives. These arguments justify the attention given to studying the psychological characteristics of employees and what determine their job satisfaction that impacts the organizational performance. In addition to that, transformational leadership has been proven to have a significant effect on the employees' job satisfaction through enhancing the employees' perception of empowerment. Despite this fact, the dynamic role of transformational style on enhancing the level of satisfaction among the empowered individuals has been greatly neglected. It has been, also, proven in the literature that employees' satisfaction directly affects the customers' satisfaction and subsequently the overall organizational performance. In Yemen, as it the case on many developing countries, employees of an organization should be satisfied as the first step to achieve a better organizational performance associated with customers' satisfaction. The poor performance of Yemeni banks, as customer-oriented business, can be, somehow, attributed to the low level of employees' job satisfaction. This paper, however, aims to examine the joint effect of employees' psychological empowerment and transformational leadership on the employees' job satisfaction. To achieve this purpose, responses of a sample of 160 employees from the Yemeni Islamic banks have been examined. The findings of this study confirmed the direct effect of employees' psychological empowerment and transformational leadership on the employees' job satisfaction. On the other hand, the moderating effect of transformational leadership on the relationship between employees' psychological empowerment and the employees' job satisfaction was not supported. These findings were, finally, discussed in the lights of the limitations of the study and future research directions were offered.

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The relationship between transformational leadership and employee desire for empowerment

Cited by 74 publications

References 22 publications

The Administrative Empowerment and its Relationship with the Innovative Behavior among the Head / Coordinators of the Academic Department at the Faculty of Science and Arts, Sharurah - Najran University

The Administrative Empowerment and its Relationship with the Innovative Behavior among the Head / Coordinators of the Academic Department at the Faculty of Science and Arts, Sharurah - Najran University

Factors affecting on improvement employee empowerment: Case study: Saipa Corporation

Is the Relationship between Employees’ Psychological Empowerment and Employees’ Job Satisfaction Contingent on the Transformational Leadership? A Study on the Yemeni Islamic Banks

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