Abstract:Purpose
The purpose of this paper is to examine the effects of empowering leadership at the team level on employees’ subjective well-being (SWB) and work performance through perceived social support. Based on social exchange theory (Blau, 1964), the study identifies the mediating effects of perceived social support in the relationship between empowering leadership and both employees’ well-being and work performance.
Design/methodology/approach
The study utilized a survey of 1,225 employees working for an org… Show more
“…On the other hand, coworker support may reduce the turnover intentions arising from these negative work practices. Coworker support is a reciprocal arrangement, which is found to strengthen employee socialization at work (Akgunduz and Eryilmaz, 2018) while contributing to employee well--being (Kim, Moon, and Shin, 2018). Coworker support can strengthen employee per ceptions of positivity at work.…”
Section: Theoretical Framework and Hypotheses Developmentmentioning
Purpose: Drawing on social exchange theory (SET), this study explores the mediating role of quiescent silence as a link between organizational stressors and turnover intentions among Russian frontline employees (FLEs). Furthermore, we aim to investigate whether coworker support moderates the relationship between quiescent silence and turnover intentions. Research Methods: The study is a cross-sectional survey administered among a sample of 235 FLEs employed in Russian healthcare organizations. We analyzed the data with SmartPLS version 3.0. Findings: The results reveal that ethical conflict and abusive supervision are significantly related to quiescent silence. Quiescent silence mediates the relationship between abusive supervision, ethical conflict, and employee turnover intentions. Managerial Implications: There is a need to provide employees with opportunities to voice their opinions. However, what is crucial is the assurance of employee privacy while motivating them to voice opinions. Managers should be more proactive in diagnosing silence. Originality: This is the first study to explore the mediating role of quiescent silence on the relationship between organizational stressors and employee turnover intentions in a unique Russian healthcare context. The moderating role of coworker support to buffer the relationship between quiescent silence and turnover intentions is unique to this study.
“…On the other hand, coworker support may reduce the turnover intentions arising from these negative work practices. Coworker support is a reciprocal arrangement, which is found to strengthen employee socialization at work (Akgunduz and Eryilmaz, 2018) while contributing to employee well--being (Kim, Moon, and Shin, 2018). Coworker support can strengthen employee per ceptions of positivity at work.…”
Section: Theoretical Framework and Hypotheses Developmentmentioning
Purpose: Drawing on social exchange theory (SET), this study explores the mediating role of quiescent silence as a link between organizational stressors and turnover intentions among Russian frontline employees (FLEs). Furthermore, we aim to investigate whether coworker support moderates the relationship between quiescent silence and turnover intentions. Research Methods: The study is a cross-sectional survey administered among a sample of 235 FLEs employed in Russian healthcare organizations. We analyzed the data with SmartPLS version 3.0. Findings: The results reveal that ethical conflict and abusive supervision are significantly related to quiescent silence. Quiescent silence mediates the relationship between abusive supervision, ethical conflict, and employee turnover intentions. Managerial Implications: There is a need to provide employees with opportunities to voice their opinions. However, what is crucial is the assurance of employee privacy while motivating them to voice opinions. Managers should be more proactive in diagnosing silence. Originality: This is the first study to explore the mediating role of quiescent silence on the relationship between organizational stressors and employee turnover intentions in a unique Russian healthcare context. The moderating role of coworker support to buffer the relationship between quiescent silence and turnover intentions is unique to this study.
“…Among other behaviors, bosses can delegate more power to their subordinates, increase their responsibilities, encourage independent decision-making, share information and knowledge with them, develop their skills, or encourage them to take risks or propose new ideas [68]. However, supervisors can also behave in the opposite manner, which would affect their employees' health and well-being at work [69]. Therefore, it is not surprising that, after transformational leadership, empowerment leadership is the type of behavior that appeared more often in a scientific review carried out to determine the processes through which leadership behaviors affect employees' psychological and physical well-being, thus becoming one of the most important mediating variables in this relationship [70].…”
Section: Empowerment Health and Well-beingmentioning
This study examines the relationship between structural and psychological empowerment and its effects on employees’ psychological, physical, and social well-being. Despite the quantity of previously published works, empirical evidence about these relationships in the workplace is scarce. We developed a mediation model in which structural empowerment predicts employee well-being via psychological empowerment. We based our study on the EU-27 data from the 6th European Working Conditions Survey (EWCS). Data were collected from a questionnaire administered face-to-face to a random sample of employees and the self-employed representative of the working population in the European Union (number of valid responses in this study: 23,468). The effects of the relationships among the variables considered were evaluated using Partial Least Squares (PLS). Results indicate that structural empowerment was positively related to psychological empowerment, which was positively related to job satisfaction, work engagement, and social well-being. The expected relationships for work stress and physical well-being were not found.
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