The relation between conscientiousness, empowerment and performance

Sutherland, Riëtte; Bruin, Gideon P. de; Crous, Freddie

doi:10.4102/sajhrm.v5i2.120

Cited by 12 publications

(2 citation statements)

References 60 publications

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“…Although many studies in South Africa have focused on empowerment or empowerment techniques, few studies have focused on psychological empowerment. Sutherland, De Bruin and Crous (2007) focused on psychological empowerment in their study, but the tool that was used measured structural empowerment (referred to as empowerment climate) and psychological empowerment as part of one dimension.…”

Section: Introductionmentioning

confidence: 99%

Psychological empowerment of employees in selected organisations in South Africa

Stander

Rothmann

2009

SA j ind psychol

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The objective of this study was to assess the construct validity and internal consistency of the Psychological Empowerment Questionnaire (PEQ) for employees in selected organisations in South Africa. A cross-sectional survey design with a convenient sample (N = 1405) was used. The PEQ was administered. Structural equation modelling confi rmed a four-factor model for the PEQ, consisting of competence, meaning, impact and self-determination. A cross-validation study confi rmed the construct equivalence of the four-factor model for a study sample (n = 679) as well as a replication sample (n = 726) that was randomly selected for the total sample. The subscales showed acceptable internal consistencies.

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Section: Introductionmentioning

confidence: 99%

Psychological empowerment of employees in selected organisations in South Africa

Stander

Rothmann

2009

SA j ind psychol

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“…We also controlled for the tenure of leader–employee working relationships, as leaders would have more accurate knowledge about their employees’ level of overqualification if they had worked together longer. Since previous studies have shown that employees who are more conscientious (Sutherland, De Bruin, & Crous, 2007) and proactive (Han et al., 2019) are more likely to receive higher empowerment from leaders, we controlled for employees’ conscientiousness and proactivity. For the control variables of leaders, we included leaders’ gender and age as control variables for leader empowering behaviour, as suggested by previous research (Tang, Chen, van Knippenberg, & Yu, 2020).…”

Section: Methodsmentioning

confidence: 99%

Leaders’ response to employee overqualification: An explanation of the curvilinear moderated relationship

Jiang

Dong

et al. 2022

J Occupat & Organ Psyc

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This research aimed to advance overqualification literature by examining how leaders’ perceived employee overqualification (LPEO) influences their empowering behaviour and employee work behaviours. Drawing upon the individualized leadership theory, we proposed that LPEO has an inverted U‐shape relationship with their empowering behaviour such that leaders are more motivated to empower employees from low to moderate levels of overqualification, but this tendency decreases after a certain inflection point. We also predicted that the inflection point occurs at a lower level of employee overqualification when leaders perceive higher (vs. lower) status threats. Leader empowering behaviour was hypothesized to positively predict employees’ voice and negatively predict their withdrawal behaviour. Two multi‐source and time‐lagged studies were conducted to examine this moderated mediation curvilinear model. In Study 1, survey data from 372 leader–employee dyads supported the inverted U‐shape mediation model from leaders’ perceived overqualification to empowering behaviour, then to employee outcomes (i.e., voice and withdrawal behaviour). In Study 2, we collected data from a sample of 73 team leaders and 286 employees, and the results supported the full model. Taken together, these findings offer a perspective to enrich the understanding of employee overqualification and have important practical implications. Practitioner points When leaders regard employees as overqualified, they can assist them via the means of appropriate empowerment to best utilize their skills to benefit the company. Leader empowerment can inspire employees’ voice behaviour but reduce their withdrawal behaviours. To minimize potentially negative aspects from highly overqualified employees, organizations should reduce leaders’ concern about the status threat, and encourage leaders’ proactive responses to these employees so as to achieve positive returns from overqualified employees.

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The validity of the Big Five personality traits for job performance: Meta‐analyses of South African studies

Aarde

Meiring

Wiernik

2017

Int J Selection Assessment

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Previous meta‐analyses have established the Big Five personality traits as important predictors of job performance around the globe. This study extends the international generalizability of Big Five criterion‐related validity through systematic review and meta‐analyses of personality–performance research conducted in South Africa. We meta‐analyzed data from 33 studies and 6,782 individuals to estimate validities of Big Five traits for various job performance criteria. Results showed that the Big Five traits have similar validity for job performance criteria as found in other cultural contexts. Conscientiousness was the strongest predictor across performance criteria, while other traits showed validity for specific criteria or subsamples. Results demonstrate the importance of psychometric meta‐analysis for building cumulative knowledge and support applied use of personality assessments in South Africa. Consistency of the results of this study with those of previous meta‐analyses in other national contexts supports the argument that personality–performance relations are a cultural universal.

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The relation between conscientiousness, empowerment and performance

Cited by 12 publications

References 60 publications

Psychological empowerment of employees in selected organisations in South Africa

Psychological empowerment of employees in selected organisations in South Africa

Leaders’ response to employee overqualification: An explanation of the curvilinear moderated relationship

The validity of the Big Five personality traits for job performance: Meta‐analyses of South African studies

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