‘To empower or not to empower, that’s the question’. Using an empowerment process approach to explain employees’ workplace proactivity

Coun, M.J.H.; Peters, Pascale; Blomme, Robert Jan; Schaveling, Jaap

doi:10.1080/09585192.2021.1879204

Cited by 46 publications

(69 citation statements)

References 80 publications

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“…Consistent with the logic of resource replenishment in COR theory, empowering leaders strengthen employees' resource base through coaching, promoting their self-development, expressing confidence in their abilities, and stimulating them to broaden their scope of potential solutions for given problems by exploring opportunities and alternatives (Windeler et al, 2017;Kim and Beehr, 2021). Therefore, empowering leadership presents a suitable leadership style for challenging work environments, like person care (Audenaert et al, 2020;Liu et al, 2021) and those characterized by ICT (Hill and Bartol, 2016;Windeler et al, 2017;Coun et al, 2021). When empowering leadership is relatively high, childcare workers might be stimulated to look for potential solutions that limit the impact of techno-stressors on emotional exhaustion and preserve the quality of care delivered (cf.…”

Section: The Moderating Role Of Empowering Leadershipmentioning

confidence: 87%

“…As technologies like ICT limit leaders' direct opportunities for control and make work more complex and unpredictable, employees are increasingly required to demonstrate more responsibility, self-leadership, and own solutions for workrelated problems. Therefore, empowering leadership, which reinforces such proactive employee behaviors, presents itself as a promising leadership style to help employees overcome challenges in ICT contexts (Hill and Bartol, 2016;Coun et al, 2021). Furthermore, past research underscores the merits of empowering leadership in care settings, where employees typically have to balance multiple job demands and resource constraints (Audenaert et al, 2020;.…”

Section: Introductionmentioning

confidence: 99%

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Can Leaders Prevent Technology From Backfiring? Empowering Leadership as a Double-Edged Sword for Technostress in Care

et al. 2021

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Purpose: Recent studies have called for more contextual studies of technostress and the role leaders can have in this experience. While technostress is an increasingly prevalent and severe phenomenon in care professions, limited studies have addressed its potential negative consequences for employee well-being and quality of care delivered in this sector or, more importantly, examined how the adverse consequences of technostress could be mitigated. Therefore, the present study addresses this gap by investigating how technostress in childcare affects quality of care delivered via emotional exhaustion and what influence empowering leadership plays in this relationship.Design/methodology approach: Incorporating the views of 339 Dutch childcare workers, this study tests a model in which technostress influences quality of care delivered, mediated by emotional exhaustion and moderated by empowering leadership.Findings: Results confirm that techno-invasion and techno-overload predict higher emotional exhaustion and lower quality of care delivered among childcare workers. Empowering leadership reduced the influence of techno-invasion on emotional exhaustion but strengthened the influence of techno-overload.Originality/value: Our results provide childcare organizations with relevant information on the increasing use of ICT that influences both childcare workers' well-being and quality of care they deliver. Important implications are suggested for leadership geared at stimulating employees' responsibility and accountability for different dimensions of technostress.

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Section: The Moderating Role Of Empowering Leadershipmentioning

confidence: 87%

Section: Introductionmentioning

confidence: 99%

Can Leaders Prevent Technology From Backfiring? Empowering Leadership as a Double-Edged Sword for Technostress in Care

et al. 2021

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“…A proactive individuals' being conscious of acquiring knowledge about the values and norms of foreign cultures, self-confidence in communicating with people from other cultures and removing cultural barriers and ability to enact appropriate behaviors in cultural encounters improve their cultural intelligence (Hu et al, 2020). Given proactivity is rather a process involving anticipating, planning and striving to have an impact (Coun et al, 2022), a proactive personality may lead to a higher level of cultural intelligence by allowing employees to perform in-the-moment modifications to shape the environment in a crosscultural context such as in the hospitality industry. Individuals with higher levels of proactive personality are more likely to engage in intercultural interactions, thus increasing their cultural intelligence (Ang et al, 2015).…”

Section: Source(s)mentioning

confidence: 99%

Proactive personality and job performance during cross-cultural service encounters: a moderated mediation model

Köksal

Güler

Çetin

et al. 2023

BJM

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PurposeDrawing on the person-environment fit theory, in this paper the authors aim to propose and test a moderated mediation model that examines the relationships among proactive personality and job performance, cultural intelligence and emotional intelligence.Design/methodology/approachThe authors collected the multisource data from a total of 120 hotel service employees and the employees' immediate supervisors. The authors used the PROCESS, an SPSS macro, to conduct multiple regression analyses to test this moderated mediation model.FindingsThe results suggest that cultural intelligence mediates the relationship between proactive personality and job performance during cross-cultural service encounters. Furthermore, the indirect effect of proactive personality on job performance during cross-cultural service encounters via cultural intelligence is stronger for service employees who are high in emotional intelligence.Practical implicationsThis study has several implications for hospitality management in terms of developing effective strategies to foster cultural and emotional intelligence of service employees and improve the employees' performance.Originality/valueConsidering the limited number of studies showing why, how and in which situations personality can enhance performance, this study contributes to the literature by revealing the effect of proactive personality on the performance of service employees through important constructs such as cultural intelligence and emotional intelligence.

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“…For this reason, employees' interaction with their leaders can influence their perception, attitude and values, which might influence the motivational processes and may increase or decrease employees' proactive behavior at workplace. For example, respectful leadership (Vogt et al, 2021), empowering leadership (Jiang et al, 2021;JH Coun et al, 2021) and transformational leadership (Wu and Wang, 2015) proactive work behavior. Empowering leadership is an emerging and subordinate focused leadership style that shares power with subordinates and provides motivational and developmental support (Amundsen and Martinsen, 2014).…”

Section: Introductionmentioning

confidence: 99%

“…, 2021), empowering leadership (Jiang et al. , 2021; JH Coun et al ., 2021) and transformational leadership (Wu and Wang, 2015) have positive impact on employees' proactive work behavior. Empowering leadership is an emerging and subordinate focused leadership style that shares power with subordinates and provides motivational and developmental support (Amundsen and Martinsen, 2014).…”

Section: Introductionmentioning

confidence: 99%

Linking empowering leadership with workplace proactivity: the mediating role of psychological safety and knowledge sharing

Singh

2022

EBHRM

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PurposeThis study aims to explore the association between empowering leadership and workplace proactivity.Design/methodology/approachThe data have been collected through questionnaires from both the medical and non-medical staff members working in four National Accreditation Board for Hospitals & Healthcare (NABH)–accredited private hospitals in India. Confirmatory factor analysis has employed test reliability and validity and PROCESS MACRO (model 6) to test the proposed serial mediation model.FindingsThe results support the proposed hypotheses of the serial mediation model. Additionally, the authors have also found that psychological safety is a strong mediating variable than knowledge sharing between empowering leadership and workplace proactivity.Research limitations/implicationsThe findings should be interpreted by considering the cross-sectional research design and self-reported measures.Practical implicationsAn organization can use the findings to promote employee proactivity at the workplace.Originality/valueThe study makes an attempt to explore the underdeveloped relationship between empowering leadership and workplace proactivity in the context of Indian NABH-accredited hospitals based on the self-determination theory.

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‘To empower or not to empower, that’s the question’. Using an empowerment process approach to explain employees’ workplace proactivity

Cited by 46 publications

References 80 publications

Can Leaders Prevent Technology From Backfiring? Empowering Leadership as a Double-Edged Sword for Technostress in Care

Can Leaders Prevent Technology From Backfiring? Empowering Leadership as a Double-Edged Sword for Technostress in Care

Proactive personality and job performance during cross-cultural service encounters: a moderated mediation model

Linking empowering leadership with workplace proactivity: the mediating role of psychological safety and knowledge sharing

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