Empowering Leadership and Work Engagement: The Role of Psychological Empowerment as a Mediator

Abstract

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.

The Effect of Empowering Leadership, Employee Development, and Personality Traits on Employee Engagement PTA

“…This finding is in line with the results of research by Alotaibi et al (2020), who found employees who felt empowered by their superiors would be motivated to be more engaged with their work and company. The same finding was found in the research of Qatrunnada and Parahyanti (2019). Empowering leaders' behavior, such as: working harder than a team member, coaching teams to be self-reliant, encouraging highperforming teams by showing confidence in their competence providing opportunities to participate in decision making, sharing new information, showing concern, and interacting with teams can increase employee psychological empowerment, which in turn increases their employee engagement.…”

“…Furthermore, found empowering leader behaviors, such as: working harder than team members, coaching teams to be more self-reliant, encouraging high-performing teams by showing confidence in their competence, providing opportunities to participate in decision making, sharing new information, showing concern, and interacting with the 1.386 http://eduvest.greenvest.co.id team will increase psychological empowerment which in turn increases employee engagement. Some consultants and researchers explained that employee development factors also affect employee engagement (Qatrunnada & Parahyanti, 2019) defined employee development as an effort to increase an employee's technical, theoretical, conceptual, and moral abilities that are relevant to the needs of the job or position through education and training. Employees feel more engaged when the company provides opportunities and support for employee development through job rotation, on-the-job learning, or training programs to improve their current job skills.…”

Physiotherapist’s Task Performance: The Impact of Empowering Leadership, Work Engagement, And Professionalism

“…The greater the empowerment of leader behavior, the more employees feel psychologically empowered, which in turn makes employees feel more involved in work (34). Empowered employees report high job satisfaction for individuals (35,36) and teams (37).…”

Exploring the Nexus between Empowering Leadership and Work Engagement through Employee Resilience during Times of Covid 19

“…It has been manifested as one of the outcomes of adopting empowering leadership style (Alotaibi, Amin, & Winterton, 2020;Kundu et al, 2019). Moreover, it's recognized as a mediator between empowering leadership and work engagement (Qatrunnada & Parahyanti, 2019). Although many researches have underscored its importance as a critical mediator but very few researches have probed its moderating effect.…”