Leader–Member Exchange, Work Engagement, and Psychological Withdrawal Behavior: The Mediating Role of Psychological Empowerment

Abstract

Perceptions of psychological empowerment play a vital role in the way an individual perceives things at the workplace. In spite of this, there is scant research on the antecedents and consequences of psychological empowerment. This study is an attempt to fill this gap by analyzing the mediating role of psychological empowerment on the relationship between its antecedents (leader-member exchange) and its consequences (work engagement and psychological withdrawal behavior). Data were collected from 454 employees working in the Research and Development (R&D) departments of the information technology (IT) and pharmaceutical sectors operating in India. Results suggest that employees who have a high-quality relationship with their leader have high psychological empowerment, they are highly engaged at work, and their psychological withdrawal behavior is also low. In addition to this, high levels of psychological empowerment have a positive impact on their engagement toward work, which further leads to a low psychological withdrawal behavior. The theoretical and practical implications of these results are discussed.

Meaningfulness of Work and Employee Engagement: The Role of Affective Commitment

“…Consequently, employees and organizations should work together to improve the meaningfulness of work in one's life. When an employee feels highly empowered in terms of meaning at his/her workplace, then he/she feels more confident in his/her capabilities and try to achieve the selfactualization level further results in high work engagement and low psychological withdrawal behavior [64]. If an employee is in a mindset of optimizing meaningfulness at work [54], organizations should use this opportunity to give them challenging tasks, implement feedback systems and take workbased suggestions, benefiting both the organization and the employee [65 -67].…”

Impact of online classes on the satisfaction and performance of students during the pandemic period of COVID 19

“…The discriminant validity is confirmed (Table 2) as the value of AVE's square root is greater than the inter-construct correlations coefficient (Hair et al, 2006). Additionally, the discriminant validity existed when there was a low correlation between each variable measurement indicator with all other variables except with the one with which it must be theoretically associated (Aggarwal et al, 2018a, b;Aggarwal et al, 2020). The results of Table 2 show that the measurement model achieved good discriminate validity.…”

Combining Associations Between Emotional Intelligence, Work Motivation, and Organizational Justice With Counterproductive Work Behavior: A Profile Analysis via Multidimensional Scaling (PAMS) Approach

“…The underlying proposition underlying LMX theory is that managers tend to employ different management styles for each of their subordinates (Graen and Uhl-Bien, 1995; see also Waismel-Manor et al, 2010). In turn, each specific relationship and corresponding management style induces corresponding differential responses and attitudes in subordinates, including different types of engagement (Aggarwal et al, 2020) and performance behaviors (Ilies et al, 2007). Capitalizing on reciprocity theory (Gouldner, 1960), employees in good or bad relationships with their managers (i.e., with high or low LMX) will feel obliged or reluctant to reciprocate these respective relationships (see also Adams, 1965).…”