Using positivity, transformational leadership and empowerment to combat employee negativity

Abstract

Purpose-The purpose of this study is to hypothesize and test a conceptual model linking concepts of leadership and positive organizational behavior to a reduction in employee negativity, with empowerment as an important mediator in the causal relationships. Design/methodology/approach-A heterogeneous sample of 341 working adults completed survey measures as two separate points in time. Confirmatory factor analysis was used to validate psychometric properties of instruments, and path analysis using structural equation modeling software was used to test hypotheses. Findings-As hypothesized, both transformational leadership (b ¼ 0.27) and positive psychological capital (hope, efficacy, resilience and optimism) (b ¼ 0.61) were significantly related to feelings of empowerment. Empowerment was significantly related to intentions to quit (b ¼ 2 0.38) but not employee cynicism. Empowerment also fully mediated the relationship between the independent variables and intentions to quit. Research limitations/implications-A convenience sampling method limited the generalizability of results. Causal and longitudinal research designs would extend findings discussed here. Implications for management are significant in terms of countering employee negativity using leadership processes, employee selection and development. Originality/value-This study offers the first conceptual model integrating emerging concepts from positive organizational behavior, in the form of positive psychological capacities, with validated leadership models (transformational leadership). Both were suggested to influence negative outcomes, with empowerment as an effective mediator of these relationships. Findings generally support the hypotheses advanced herein.

Transformational leadership, employee engagement and performance: Mediating effect of psychological ownership

“…Transformational leadership style and the enhancement of empowerment in terms of greater involvement in tasks advancement in employees reduce the negative factors that may affect performance, also that the positivity improves performance of employees (Avey, Hughes, Norman and Luthans, 2008). Transformational leadership not only enhances positive outcomes but also reduces the effect of negative aspects associated with employee satisfaction and performance.…”

“…Transformational leadership style and its practices are studied in the context of employee increased performance and decreased negativity. Literature explains the relation between transformational leadership and psychological impacts of efficacy, hope, resilience and optimism (Avey, Hughes, Norman, and Luthans, 2008) also the antecedents and consequences of psychological ownership are studied; study explained the dimensions of psychological ownership and its outcome as satisfaction and commitment of employees (Avey, Avolio, Crossley, and Luthans, 2009). Positive and negative impacts of these variables are studied in relation to other variables in different settings.…”

Factors Affecting Generation Y Employees’ Intention to Quit in Malaysian’s Business Process Outsourcing Sector

“…Such a negative relationship between empowerment and intention to quit is established in several studies (Gill, Mathur, Sharma, & Bhutani, 2011;Avey, Hughes, Norman, & Luthans, 2008).…”

Linking Psychological Empowerment to Job Satisfaction and Organizational Commitment: Investigating the Mediating Effect of Organizational Trust

“…The results show that Psychological Empowerment explains about 33.5% of the variation in the Job Satisfaction. This can go with Seibert et al (2004) and Avey et al (2008) who believe that job satisfaction is one of the most important results of psychological empowerment. It also good with what other researchers' findings about the relationship between Psychological Empowerment and Job Satisfaction (Laschinger et al, 2000;Liden et al, 2000;Ugboro & Obeng, 2000;Bordin et al, 2007;Gazzoli et al, 2010).…”

“…It is generally accepted that this concept consists of four dimensions, i.e. Meaning, Competence, Self-Determination, and Impact (Spreitzer, 1995;Thomas and Velthouse, 1990), and is linked with a number of different work behaviors like employees' performance and attitudes (Fulford & Enz, 1995 ;Hall, 2008;Koberg, 1999;Spreitzer, 1995Spreitzer, , 1996Suzik, 1998), job satisfaction (Gazzoli et al, 2010;Avey et al, 2008;Bordin et al, 2007;Ugboro & Obeng, 2000) and organizational commitment (Dehkordi et al, 2011;Joo et al, 2010;Chen & Chen, 2008;Bhatnagar, 2005). managers (Gomez & Rosen, 2001;Laschinger & Finegan, 2005;Moye & Henkin, 2005).…”