Too little and too much authority sharing: Differential relationships with psychological empowerment and in‐role and extra‐role performance

Richardson, Hettie A.; Kluemper, Donald H.; Taylor, Shannon G.

doi:10.1002/job.2548

Cited by 21 publications

(31 citation statements)

References 115 publications

(340 reference statements)

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“…In contrast, the Low Empowerment profile was associated with higher levels of sleeping difficulties than the Moderately High Empowerment and Impact profile, and with higher levels of depressive symptoms relative to the four other profiles. These findings confirm the positive effects of global levels of PE (e.g., Li et al, 2018;Richardson et al, 2021), as well as the utility of accounting for both global and specific facets of PE. Indeed, it does not appear to be sufficient to consider global levels of PE without also considering the specific facets.…”

Section: Outcomes Of Profile Membershipsupporting

confidence: 77%

“…Finally, the Normative profile was associated with higher levels of sleeping difficulties than the High Empowerment profile, but did not differ from the High Empowerment profile on depressive symptoms. These results confirm that a profile characterized by lower global levels of PE (i.e., Normative profile) is associated with worse outcomes relative to profiles with higher global levels of PE (e.g., High Empowerment profile; Richardson et al, 2021). More generally, these results point out the importance of exploring synergistic relations between the PE components, and argue for the added-value of jointly considering the global and specific levels of PE.…”

Section: Outcomes Of Profile Membershipsupporting

confidence: 73%

“…Psychological empowerment (PE) has received a fair amount of attention in the managerial, organizational, and nursing sciences (e.g., Chamberlin et al, 2018;Li et al, 2018) due to its desirable consequences for organizations (e.g., higher levels of performance; Richardson et al, 2021) and employees (e.g., higher levels of job satisfaction and lower levels of mental health complaints; Hansen et al, 2013;Lee et al, 2016). Spreitzer (1995) defines PE as an active motivational orientation regarding one's work role in terms of meaning (i.e., employees perceive a high degree of fit between job requirements and their beliefs, standards, and values), competence (i.e., employees feel they are able to perform their job effectively), self-determination (i.e., employees feel they have a high sense of control in the initiation and regulation of their actions), and impact (i.e., employees believe they can have a significant impact on work outcomes).…”

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confidence: 99%

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Longitudinal psychological empowerment profiles, their determinants, and some health-related outcomes

Gillet

Cougot

Moret

et al. 2023

European Journal of Work and Organizational Psychology

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This research relies on bifactor models to help improve our understanding of the dimensionality of the psychological empowerment construct. We also examined the configurations, or profiles, taken by psychological empowerment dimensions, and documented their stability over time as well as the associations between these profiles and theoretically-relevant predictors (workload, supervisor support, overall organizational justice, and role clarity) and outcomes (alcohol consumption, sleeping difficulties, and depressive symptoms). A sample of 750 healthcare workers completed a questionnaire twice over a one-year period. First, our results showed that employees' psychological empowerment ratings simultaneously reflected a global overarching construct co-existing with four specific dimensions (competence, impact, meaning, and self-determination). Then, five profiles were identified and found to be highly stable over time: Low Empowerment, Moderately High Empowerment and Impact, Normative, High Empowerment, and Moderately High Empowerment and High Meaning.Role clarity was also associated with a higher likelihood of membership into the High Empowerment profile and a lower likelihood of membership into the Low Empowerment one relative to the other profiles. Finally, employees' depressive symptoms were the highest in the Low Empowerment profile.

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Section: Outcomes Of Profile Membershipsupporting

confidence: 77%

Section: Outcomes Of Profile Membershipsupporting

confidence: 73%

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confidence: 99%

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Longitudinal psychological empowerment profiles, their determinants, and some health-related outcomes

Gillet

Cougot

Moret

et al. 2023

European Journal of Work and Organizational Psychology

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“…Employees with a high perception of Psychological Empowerment have higher job satisfaction [ 30 ]. The four dimensions of Psychological Empowerment play a mediating role between work-related outcomes and employees’ perceptions of their direct leaders [ 31 , 32 ]. Lv M [ 33 ] explored the effect of Psychological Empowerment on the relationship between trust in business organizations and employee engagement, and found that Psychological Empowerment had a moderating effect on the relationship between organizational trust and employee engagement.…”

Section: Relevant Theoretical Basismentioning

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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“…According to (Muali et al, 2021;Wajdi et al, 2022), historically, the existence of Islamic Boarding Schools has become very important in community development efforts, mainly because it comes from the aspirations of the community, which also reflects the real needs of the community for other types of education and community service. Of course, in serving the community, every individual, both leader and employee, must have good Spiritual Leadership and Psychological Empowerment(Monje Amor et al, 2021;Richardson et al, 2021). Next, each of us is a leader and will be held accountable.…”

Section: Introductionmentioning

confidence: 99%

The Effect of Spiritual Leadership and Psychological Empowerment on Employee Performance

Rahmatika

Maarif

Kholifah

2022

NJMPI

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This article aimed to examine and analyze the effect of Spiritual Leadership and Psychological Empowerment on Employee Performance. Respondents were leaders or employees at YPPBU (Bahrul Ulum Islamic Boarding School Foundation) Jombang, totalling 64 respondents. Data were analyzed using Partial Least Square (PLS) with SmartPLS software version 3.0 and the relationship between variables. The results showed that Spiritual Leadership had no significant effect on Employee Performance (T Statistics: 0.925, P Values: 0.355). Psychological Empowerment has a considerable impact on Employee Performance (T statistic: 7,790, P Values: 0.000). Spiritual Leadership has a significant effect on Psychological Empowerment (T Statistics: 6,531, P Values: 0.000). Furthermore, Spiritual Leadership and Psychological Empowerment have no specific considerable impact on Employee Performance (T Statistics: 3,966, P Values: 0.000). Psychological Empowerment has a mediating role on Spiritual Leadership to Employee performance. The Spiritual Leadership and Psychological Empowerment felt by YPPBU's Leaders or Employees are directly proportional to the resulting performance. Changes in Spiritual Leadership and Psychological Empowerment will also affect Employee Performance.

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Too little and too much authority sharing: Differential relationships with psychological empowerment and in‐role and extra‐role performance

Cited by 21 publications

References 115 publications

Longitudinal psychological empowerment profiles, their determinants, and some health-related outcomes

Longitudinal psychological empowerment profiles, their determinants, and some health-related outcomes

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

The Effect of Spiritual Leadership and Psychological Empowerment on Employee Performance

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