Empowering leadership and knowledge management: the mediating role of followers' technology use

Türkmendağ, Zafer; Tuna, Muharrem

doi:10.1108/jocm-11-2020-0364

Cited by 11 publications

(11 citation statements)

References 82 publications

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“…, 2021; Jiang et al. , 2021), innovative behavior (Mutonyi et al , 2020), knowledge sharing behavior (Türkmendağ and Tuna, 2021) and task performance (Byun et al , 2020). A few studies have examined the effect of empowering leadership on employees' work engagement (Lee et al.…”

Section: Introductionmentioning

confidence: 99%

Empowering leadership and employees' work engagement: a social identity theory perspective

Arshad

Qasim

Farooq

et al. 2021

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PurposeThis study aims to explore mediational mechanisms and conditions by which empowering leadership leads to positive outcomes at the employee level. Using social identity theory (SIT) as a foundation, the authors present an integrated moderated mediation model to explain the interactive effects of empowering leadership and leaders' prototypicality on employees' work engagement through the mediation of organizational identification (OI).Design/methodology/approachThe research model was tested using multilevel nested data obtained from 634 employees working in 133 departments (teams) in the service sector of Pakistan.FindingsThe results reveal that empowering leadership influences work engagement through the mediation of OI. However, leader prototypicality has emerged as an important moderating condition for these relationships because, at a lower level of leader prototypicality, the positive effect of empowering leadership may diminish.Practical implicationsThe results of this study suggest that organizations should promote empowering leadership to increase their employees' OI and work engagement. Furthermore, it is suggested that leader prototypicality is important along with empowering leadership to inculcate positive behavior among employees.Originality/valueThis is the first study of its nature, which used SIT to explain the indirect effect of empowering leadership on employees' work engagement via OI. Furthermore, the bounding condition of leader prototypicality is also studied for the first time in the context of the indirect relationship between empowering leadership and employees' work engagement via OI. The authors note that the novel unique findings of this study have the potential to open additional further avenues of research in the field of empowering leadership.

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Section: Introductionmentioning

confidence: 99%

Empowering leadership and employees' work engagement: a social identity theory perspective

Arshad

Qasim

Farooq

et al. 2021

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“…Indeed, our findings provide three types of strategic activities meant to encourage employees' empowerment: (1) federate team spirit to facilitate collaboration; (2) develop employees' capabilities and (3) adjust managers' activities according to employees' needs. These results go beyond the banking sector and provide an empirical illustration of the progressive development of empowering leadership micro-practices (Cheong et al ., 2016; Li et al ., 2016; Türkmendağ and Tuna, 2021).…”

Section: Discussionmentioning

confidence: 99%

Empowering middle managers to free their strategic capabilities

Letierce¹,

Mills

Arnaud

2023

JOCM

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PurposeThis article aims to better understand how empowered middle manager engage in change translation? Relying on the notions of building and dwelling strategizing, the authors analyze the micro-practices of middle managers during organizational change, when middle managers are freed from time-consuming administrative activities.Design/methodology/approachThis empirical study relies on a qualitative embedded case study approach that involves comparing two banking units belonging to a large French bank. The qualitative data were collected from three different sources: exploratory and semi-structured interviews, observations and secondary data. The coding analysis enables to distinguish middle managers' dwelling and building strategizing during organizational change.FindingsThe study’s findings show how managers translate organizational change relying on both building and dwelling strategizing. By doing so, managers enable to adapt the prescribed strategy to local circumstances and foster front-line empowerment.Research limitations/implicationsEven though the findings are based on the analysis of a single organization, the authors provide several theoretical insights. First, the authors contribute to the recent academic debate in strategy-as-practice literature by showing the recursive relation between building and dwelling strategizing. The authors also shed a new light on middle managers' strategizing by emphasizing the idea that middle managers are not only passive change “translators” but that middle managers enact a real agency in the organizational change process.Practical implicationsFrom a managerial perspective, the study’s findings enable to enlight what empowering middle managers means in practice. Indeed, the authors show clear empirical illustrations of how middle managers can be empowered by both organizational structure and top-management support. The results also reveal how empowering middle managers enable to empower their team by three different activities: (1) federate the team spirit to facilitate collaboration; (2) develop employees' capabilities and (3) adjust managers' activity according to employees' needs.Originality/valueWhile multiple current new ways of organizing encourage to transform organizations from inefficient bureaucracies into flatter and more dynamic project-based teams, calling into question the importance of middle managers' strategic role, this study provides an original case study of an organization that chose to run against the tide and created an additional middle management level.

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“…Furthermore, Chen and Aklikokou (2020) highlighted that perceived usefulness and perceived ease of use act in a mediating role among social influence, trustworthiness, facilitation conditions, and behavioral intention to use e-government services. Likewise, Türkmendağ and Tuna (2022) demonstrated that the acceptance and use of a hotel management system mediated the influence of leadership empowerment on knowledge management practices.…”

Section: The Mediating Role Of System Use (Su)mentioning

confidence: 99%

The Impact of Quality Dimensions of Accounting Information System Success on the Effectiveness of During-Financial Crisis Management: The Mediating Role of System Usage in a Government Sector Context

Dalloul

Ibrahim

Urus

2022

5002

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The primary purpose of this research is to explore the value of quality dimensions of accounting information systems (AIS) success, as represented by system quality (SQ), information quality (IQ) and service quality (SVQ), on the effectiveness of management during financial crises. This paper highlights the mediation role of system usage (SU) in those associations in the context of a government ministry. Descriptive analytical and quantitative approaches were adopted, using a questionnaire as the data collection instrument and selecting employees of the Palestinian Ministry of Finance as a population sample for the research. A total of 141 questionnaires were distributed, of which 105 were valid for statistical analysis. In the data analysis, the partial least squares (PLS) and structural equation modelling (SEM) techniques were adopted using SmartPLS software. The results indicate a direct significant effect between SQ, IQ, SVQ, and managing during financial crises in the research context. The mediation of SU in the influence between IQ, SQ, and managing during financial crises in the governmental context is clear. Conversely, this mediation was not demonstrated in the effect of SVQ. The research emphasizes the necessity of adopting high-quality AIS in terms of SQ, IQ and SVQ because of their critical role in enhancing management effectiveness during a financial crisis. The advancement and wider employment of AIS that have high-quality characteristics can improve management tasks during a financial crisis, increasing the ability to contain the crisis and reduce its broader repercussions.

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Empowering leadership and knowledge management: the mediating role of followers' technology use

Cited by 11 publications

References 82 publications

Empowering leadership and employees' work engagement: a social identity theory perspective

Empowering leadership and employees' work engagement: a social identity theory perspective

Empowering middle managers to free their strategic capabilities

The Impact of Quality Dimensions of Accounting Information System Success on the Effectiveness of During-Financial Crisis Management: The Mediating Role of System Usage in a Government Sector Context

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