An integrated multi stage, multi criteria analysis on psychical empowerment of employees under different leaderships – a comparative study

  • Authors

    • J N.G. Sreenivas
    • Kalpana Koneru
    2018-03-18
    https://doi.org/10.14419/ijet.v7i2.7.12231
  • Leadership Style, Psychological Empowerment, Enterprise, Job Satisfaction.

  • Abstract

    Leadership is the corner stone of an enterprise for its vision, mission and organic and inorganic growth. Employees are invaluable assets to an enterprise. However, it is true only when the actions of leadership and workforce are aligned to the vision and mission of the enterprise. An important proposition is “leadership style has its influence on psychological empowerment and job satisfaction of employeesâ€. This paper makes an empirical study of different leadership styles not only to know whether the proposition is affirmative but also its dynamics for each leadership style. It is achieved by investigating hypotheses associated with the proposition to add more value and clarity to the re-sults. This research is carried out in educational domain where random sampling is made among professors and head of the departments in two Indian universities named Vignan and KLU. The two-fold study consisting of secondary and primary research methods reveal interest-ing insights. Quantitative research method, survey with a well-defined questionnaire based on the hypotheses and sample size 126, is carried out and the results are subjected to quantitative analysis. The essence of the interpreted results is that there exists correlation between leader-ship style and psychological empowerment of employees. It is where this research adds more value to the proposition afore mentioned. The relationships among the variables such as leadership style, psychological empowerment in association with the hypotheses provide new research insights that help enterprises in the real world to adapt well suited leadership style for high productivity and organizational growth.

     

     

  • References

    1. [1] Amarjit Gill, Alan B Flaschner, Charul Shah and Ishaan Bhutani. (2012). the Relations of Transformational Leadership and Empowerment with Employee Job Satisfaction. Acm, p1-11.

      [2] Anne Nederveen Pieterse, Daan Van Knippenberg, Michaela Schippers and Daan Stam. (2010). Transformational and transactional leadership and innovative behavior: The moderating role of psychological IEEE, p1-16.

      [3] Azka Ghafoor, Tahir Masood Qureshi, M. Aslam Khan and Syed Tahir Hijazi. (2010). Transformational leadership, employee engagement and performance: Mediating effect of psychological ownership. African Journal of Business Management. 5 , p1-13.

      [4] Azman Ismail, Hasan Al-Banna Mohamed, Ahmad Zaidi Suleiman, Mohd Hamran Mohamad and Munirah Hanim Yusuf. (2011). an Empirical Study of the Relationship between Transformational Leadership, Empowerment and Organizational Commitment. ACM, p1-20.

      [5] Derya Karaa, Muzaffer Uysalb, M. Joseph Sirgyc, Gyumin Leed. (2013). the effects of leadership style on employee well-being in hospitality. Elsevier, p1-11.

      [6] Fred O. Walumbwa and Chad A. Hartnell. (2011). Understanding transformational leadership– employee performance links: The role of relational identification and self-efficacy. Elsevier, p1-21.

      [7] Gang Wang, In-Sue Oh, Stephen H. Courtright and Amy E. Colbert1. (2010). Transformational Leadership and Performance across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research. ACM. , p1-49.

      [8] Greta G. Cummings, Tara MacGregor, Mandy Davey c, How Lee, Carol A. Wongd, Eliza Lo and Melanie Muise Erin Stafford. (2010). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. Elsevier, p1-24.

      [9] James B. Avey Tara S. Wernsing and Michael E. Palanski. (2011). Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership. acm., p1-15.

      [10] Liping GAO, Onne Janssen, Kan Shi. (2011). Leader trust and employee voice: The moderating role of empowering leader behaviors. Elsevier, p1-13.

      [11] Li-Yun Sun Zhen Zhang b, Jin Qi c and Zhen Xiong Chen. (2012). Empowerment and creativity: A cross-level investigation. Elsevier, p1-3.

      [12] M. Suleman Sabir,,Adil Sohail and Muhammad Asif Khan. (2010). IImmppaacctt ooff LLeeaaddeerrsshhiipp SSttyyllee oonn OOrrggaanniizzaattiioonn CCoommmmiittmmeenntt:: IInn AA MMeeddiiaattiinngg RRoollee ooff EEmmppllooyyeeee VVaalluuees. ACM. P1-9.

      [13] Meredith Elaine Babcock-Roberson and (2010). The Relationship between Charismatic Leadership, Work Engagement, and Organizational Citizenship Behaviors. ACM, p1-15.

      [14] Panagiotis Gkorezis. (2011). The Impact of Leader’s Humor on Employees’ Psychological Empowerment: the Moderating Role of Tenure. JOURNAL OF MANAGERIAL ISSUES. XXIII, p1-16.

      [15] Robert P. Vecchio , Joseph E. Justin and Craig L. Pearce. (2010). empowering leadership: An examination of mediating mechanisms within a hierarchical structure. Elsevier. , p1-14.

      [16] Sharon Clarke. (2013). Safety leadership: A metaâ€analytic review of transformational and transactional leadership styles as antecedents of. Elsevier, p1-29.

      [17] Shazia Nauman, Azhar Mansur Khan, Nadeem Ehsan. (2010). Patterns of empowerment and leadership style in project environment. Elsevie, p1-14.

      [18] Shukurat Moronke Bello. (2012). Impact of Ethical Leadership on Employee Job Performance. ACM. 3, p1-9.

      [19] Simon L. Albrecht and Manuela Andreetta. (2010). the influence of empowering leadership, empowerment and engagement on affective commitment and turnover intentions in community health service workers Test of a model. ACM, p1-11.

      [20] Tae-Yeol Kim and Minsoo Kim. (2012). Leaders’ Moral Competence and Employee Outcomes: The Effects of Psychological Empowerment and Person–Supervisor Fit. ACM, p1-12.

      [21] Tu Yidong and Lu Xinxin. (2013). How Ethical Leadership Influence Employees’ Innovative Work Behavior: A Perspective of Intrinsic Motivation. Elsevier, p1-16.

      [22] Weichun Zhu,John J. Sosik,Ronald E. Riggio and Baiyin Yang. (2012). Relationships between Transformational and Active Transactional Leadership and Followers’ Organizational Identification: The Role of Psychological Empowerment. Institute of Behavioral and Applied Management, p1-27.

      [23] Xiaomeng Zhang and Kathryn m. Bartol. (2010). linking empowering leadership and employee creativity: the influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal. 53, p1-23.

      [24] Xu Huang1, Joyce Iun, Aili liu and Yaping Gong4. (2010). Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non-managerial subordinates. Journal of Organizational Behavior., p1-23.

  • Downloads

  • How to Cite

    N.G. Sreenivas, J., & Koneru, K. (2018). An integrated multi stage, multi criteria analysis on psychical empowerment of employees under different leaderships – a comparative study. International Journal of Engineering & Technology, 7(2.7), 1076-1080. https://doi.org/10.14419/ijet.v7i2.7.12231

    Received date: 2018-04-27

    Accepted date: 2018-04-27

    Published date: 2018-03-18