The role of empowering leadership and psychological empowerment on nurses’ work engagement and affective commitment (original) (raw)
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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.
Purpose -This study seeks to extend research on the relationship between empowering leadership, empowerment and outcome variables by examining the mediating role of employee engagement. More specifically, the study sets out to test whether employee engagement mediates the effects of empowering leadership and empowerment on affective commitment and turnover intention. Design/methodology/approach -The sample on which conclusions are based consisted of 139 employees of a community health service. Confirmatory factor analysis (CFA) and structural equations modelling (SEM) were used to test the measurement and structural models proposed. Findings -CFA showed acceptable fit indices for the measurement model after respecifying a reduced number of items for the explanatory variables. Structural equations modelling of a respecified model also yielded acceptable fit indices and showed that empowerment mediated the influence of empowering leadership on engagement. Engagement was shown to partially mediate the influence of empowerment on affective commitment, which in turn influenced turnover intentions.
Abstract: Background: In any health care setting, the nursing staff plays an important role for organizational achievement. Therefore, it is very important for the nurse managers to recognize nurses’ work and provide them with opportunities to grow and to look after their comfort (1). Aim: identify the relationship between structural empowerment, work engagement, and job satisfaction among nursing staff at Zagazig University Hospitals. Design: Descriptive correlational, cross-sectional study. Setting: The study was conducted at all Zagazig University Hospitals Sample: Stratified random sample was used. 100 full time staff nurses who have a minimum of 6 months’ nursing experience in the organization were selected. Tools of data collection: A demographic sheet, the Conditions for work Effectiveness Questionnaire-II (CWEQ-II), the Utrech Work Engagement scale, and the abridged job in general scale (AJIG scale) were used. Results The sample of 100 staff nurses was females with a mean ag...
Book Publisher International, 2019
Aim: Is to discuss and test the direct and indirect relationships between the empowering leadership behaviors and work engagement, and the mediating role of psychological empowerment in this relationship. Design: Descriptive study has been conducted through the theoretical discussion to build the study model, and empirical study to provide an empirical evidence of the relationships between variables of study. Methodology: The prior literature has been reviewed to learn about the theoretical background and to formulate the hypotheses. The study applied on a sample of 360 employees at the Egyptian cement industry in Upper Egypt. Data was collected using work engagement questionnaire based on the Schaufeli, Salanova, González-Romá, and Bakker (2002) scale. The current study used the scale of the Zhang & Bartol study (2010), prepared by Ahearne et al., (2005) to measure the empowering leadership behaviors. Psychological empowerment has been measured using Spreitzer (1995) and Zhung and Bartol (2010). The study was conducted using the Statistical Package for Social Sciences (SPSS) program in data processing for AMOS to test the quality of compatibility between the collected data and the theoretical data, and the structural model to test the study hypotheses. Results: The empirical study results did not support the direct relationship between leadership empowered behavior and work engagement. The empowering leadership behavior is positively affecting the psychological empowerment. Psychological empowerment was found to be positively affecting work engagement. However, the psychological empowerment was found to be mediating the relationship between the two variables. Conclusion: The study proved that the psychological empowerment is fully mediating the relationship between the empowered leader's behavior and work engagement. This may draw the attention of the management at the cement factories to increase the area of empowering both leaders and employees. Leaders in turn should work more with enhancing the leader-member relations. This may lead to enhancing the effect of empowering leadership behaviors on work engagement in the future. At the end of this chapter, we reached some concluding remarks related to the variables studied.
Leadership & Organization Development Journal
PurposeThe objective of this study is to investigate the role of emotional intelligence and empowering leadership in enhancing psychological empowerment and work engagement in private hospitals.Design/methodology/approachA total of 500 questionnaires were distributed to staff nurses at five private hospitals in Riyadh, Saudi Arabia, 100 questionnaires to each hospital, with an achieved response rate of 34.8%.FindingsThe results show statistically significant positive relationships between emotional intelligence, empowering leadership, psychological empowerment and work engagement. The relationship between emotional intelligence and work engagement and psychological empowerment and work engagement were not significant.Research limitations/implicationsThe study found that employees who have a high level of emotional intelligence and the positive stimulus of empowering leadership demonstrate enhanced psychological empowerment and work engagement.Practical implicationsA better understan...
Kinerja, 2024
A leader with the right leadership style who performs his duties effectively and efficiently is essential to increase the quality and efficiency of the organization. Transformational leadership motivates followers to perform beyond expectations by awakening followers' higher needs. Transformational leadership plays an important role in creating structural empowerement that can lead to positive organizational outcomes. Structural empowerment is expected to increase the psychological wellbeing of employees. Work engagement can be shaped by enabling factors such as transformational leadership, structural empowerment and psychological well-being that help create readiness for change. This research therefore aims to examine how transformational leadership can shape work engagement through structural empowerment and psychological well-being. This research is a quantitative study that used a purposive sampling method and included 190 hospital workers in Jakarta, Bogor, Depok, Tangerang, and Bekasi. Data were analyzed using SEM-PLS 3.0 structural equation modeling. The results show that transformational leadership influences work engagement, structural empowerment and psychological well-being. According to the results, employee engagement can be improved by implementing transformational leadership, structural empowerment and psychological well-being in the workplace. The interdependence of these factors creates a productive and positive work environment.
Nurses’ psychological empowerment: An integrative approach
Journal of Nursing Management
Health care systems invest considerable resources in optimizing nursing performance outcomes at the workplace (Brady & Cummings, 2010). Psychological empowerment has been acknowledged as a means of improving employee performance (Dust, Resick, & Mawritz, 2014). However, there are few studies, especially in the nursing context, that have proposed an integrative framework, considering positive and negative behaviours related to psychological empowerment. Ajzen (2012) constructed a model, showing that perceptions, attitudes and behaviours are strongly related. Accordingly, this study's goal was to investigate the role of nurses' psychological empowerment as a mediator between the nurses' perceptions of head nurses as authentic leaders, organisational citizenship behaviours (OCB) and time-related misbehaviours of tardiness, absenteeism and intent to leave the hospital. We focused on the perception of authentic leadership and psychological empowerment since previous studies have shown that they
Empowering Leadership and Work Engagement: The Role of Psychological Empowerment as a Mediator
2019
Millennials' domination of the workplace has resulted in increasing attention to the issue of engagement. Leaders need to enhance their understanding of leadership empowerment behavior as a means to increase employee engagement. Psychological empowerment encompasses a set of conditions necessary for intrinsic motivation and has been proposed as a mediator in the relationship between empowerment leadership and work engagement. This study explores the mediating role of psychological empowerment in relations between empowering leadership and the work engagement of millennial employees in Indonesia. A cross-sectional convenience survey design was used to collect data at a single time with an online and offline survey. Participants (n = 140) were Indonesian millennial employees from various organizations. The Empowering Leadership Questionnaire (ELQ), Measuring Empowerment Questionnaire (MEQ), and Work Engagement short version (UWES-9) were administered, and the mediation model Hayes and PROCESS Macro were used to investigate the hypothesis of the mediation role of psychological empowerment in relations between the variables. The results confirmed that psychological empowerment mediates the relationship between empowering leadership and work engagement. This research was conducted as an extension of previous research that further explores the role of psychological empowerment as a mediator in relations between empowering leadership and work engagement among millennial employees, particularly in Indonesia. This research has practical implications for how to engage millennial workers with empowering leadership styles, and it can inform the implementation of discussions and training programs promoting empowerment and developmental approaches in employment contexts.
Organizacija, 2020
Background: The main effects of leader-member relationship and the quality of supervisor-subordinate relationship are emphasized as main variables that help improve nurses’ job satisfaction and reduce exhaustion. The aim of this study is to examine the effects of the emotional intelligence, self-efficacy, and psychological empowerment on psychological exhaustion and job satisfaction of nurses using moderation-mediation effects of leader-member exchange (LMX). Methods: A cross-sectional design was carried out in three public-sector hospitals in north west of Iran during 2016. A total of 138 self-administered questionnaires were used for analysis. The main hypotheses of this study were analyzed through applying mediation-moderation analysis using PROCESS model. Results: The results revealed that LMX acted as a mediator between emotional intelligence and job satisfaction through converting its negative effect into positive one. The indirect effect of emotional intelligence on emotional...
BMC nursing, 2016
The current challenges facing healthcare systems, in relation to the shortage of health professionals, necessitates mangers and leaders to learn from different leadership styles and staff empowerment strategies, so as to create a work environment that encourages nursing staff commitment to patients and their organization. This study intends to measure the effects of nurses' overall perception of the leadership style of their managers, and psychological empowerment on their organizational commitment in acute care units, in National Guard Health Affairs, Riyadh City, Saudi Arabia. This was a cross-sectional survey, where the data was obtained from nurses at King Abdulaziz Medical City. Hard copy questionnaires were distributed to 350 randomly selected nurses. Three hundred and thirty two (332) were completed, representing a response rate of 95 %. Three validated survey instruments were used to obtain the data: (1) The Multifactor Leadership Questionnaire (MLQ), formulated by Bass ...