Linking leadership empowerment behavior to employee attitudes and behavioral intentions: testing the mediating role of psychological empowerment
Publication type
Journal article with impact factorPublication Year
2011Journal
Personnel ReviewPublication Volume
40Publication Issue
3Publication Begin page
284Publication End page
305
Metadata
Show full item recordAbstract
Research limitations/implications This study provides validation of the LEB construct in an individualized working context and suggests that psychological empowerment is a relevant construct to link LEB to employee attitudes and behavioural intentions. The cross‐sectional nature of this study restricts the clear pinpointing of temporal causal relationships within the empowerment process. Furthermore, common method bias might have inflated correlations between constructs. Practical implications The LEB dimensions provide organizations with concrete behaviour that leaders should emphasize in order to foster employee commitment, satisfaction and loyalty to the company. Originality/value This is the first paper that studies the relationship between leadership empowerment behaviour and the multi‐dimensional conceptualization of psychological empowerment. It aims to gain further insights into the relationship between structural and psychological perspectives on empowerment and clarifies how these constructs relate to employee attitudes and behavioural intentions.Keyword
Employee PerformanceKnowledge Domain/Industry
Human Resource Managementae974a485f413a2113503eed53cd6c53
10.1108/00483481111118621