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Title: Empowering Leadership's Influence on Employee Task Performance: Sequential Mediation of Psychological Capital and Employee Engagement
Authors: Quratulain Burhan, Muhammad Asif Khan
Journal: Journal of Business and Management Research (JBMR)
Publisher: GO GREEN RESEARCH AND EDUCATION
Country: Pakistan
Year: 2024
Volume: 3
Issue: 1
Language: English
The current study is conducted with the aim to classify the impact of empowering leadership on employee behavior i.e. task performance of employees through the sequential mediation of Psycap (Psychological Capital) and employee attitude i.e. employee engagement. In the literature it has been identified that less research is conducted on the role of such types of leaders in the development of psychological capabilities in their followers. The research philosophy employed for this investigation is grounded in positivism, aligning with the study's objectives. To fulfill these objectives, a deductive approach was adopted, complemented by survey methods, and a time-lagged data collection methodology was implemented. A total of 241 respondents from the telecommunications sector related organizations were took part in the study. The subsequent data analysis was conducted by using AMOS software and employing Structural Equation Modeling (SEM) techniques. The results of the study revealed that there is a significant role of empowering leadership on the task performance of employees. Moreover, the results indicate that this relationship is mediated by both Psycap and employee engagement. This methodical and empirically driven approach contributes to the scholarly understanding of the complicated dynamics involved in the influence of empowering leadership on task performance within the specified context.
Keywords: Psycap, Employee Engagement, Empowering Leadership, Task Performance
To classify the impact of empowering leadership on employee task performance through the sequential mediation of psychological capital (Psycap) and employee engagement.
Quantitative research design with a deductive approach. Time-lagged methodology using self-administered questionnaires on a 5-point Likert scale. Data collected from 241 employees in the telecommunications sector of Pakistan. Variables measured using established scales: Empowering Leadership (Zhang and Bartol, 2010), Psychological Capital (Dudasova et al., 2021), Employee Engagement (Shaufeli and Bakker, 2003), and Task Performance (Fernandez-del-Rio et al., 2019). Data analyzed using AMOS-SEM techniques.
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A["Quantitative Research Design & Deductive Approach"] --> B["Time-Lagged Data Collection via Questionnaires"];
B --> C["Data Analysis using AMOS-SEM"];
C --> D["Hypothesis Testing & Results Interpretation"];
D --> E["Conclusion & Implications"];
The study supports the Social Exchange Theory, indicating that empowered employees reciprocate by increasing their engagement and task performance. The findings highlight the importance of empowering leadership in fostering psychological capabilities and engagement, which are crucial for enhancing employee task performance, particularly in the Pakistani telecom sector. The research also touches upon the complexities of well-being HRM and its potential impact on employee outcomes.
Empowering leadership has a significant positive impact on psychological capital. Psychological capital has a significant positive impact on employee engagement. Employee engagement has a significant positive impact on task performance. Psychological capital and employee engagement sequentially mediate the relationship between empowering leadership and task performance.
Empowering leadership is a significant driver of employee task performance, with psychological capital and employee engagement acting as crucial sequential mediators. Organizations, especially in the Pakistani telecom sector, can benefit from adopting empowering leadership styles to foster a more engaged and productive workforce.
- A total of 241 respondents participated in the study. (Confirmed in Methodology and Results sections)
- The study utilized a 5-point Likert scale for data collection. (Confirmed in Methodology section)
- The research was conducted within the telecommunications sector of Pakistan. (Confirmed in Abstract and Methodology sections)
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