- Title
- Improving psychological empowerment and employee engagement through the display of leadership empowering behaviours
- Creator
- Webb, Jeanene Dunbar
- Subject
- Organizational behavior Leadership
- Subject
- Industrial sociology Employee motivation
- Date Issued
- 2013
- Date
- 2013
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- http://hdl.handle.net/10948/45838
- Identifier
- vital:39221
- Description
- Organisations are constantly searching for ways to improve performance and deliver profitable returns in a sustainable manner. In the financial services industry, a large portion of an organisations ability to meet its performance targets rests on the shoulders of the employees positioned at the client interface or front line. In order for these employees to perform and deliver on the organisations goals, theory (and experience) indicates the need for good leadership. Leaders who have the ability to empower and engage their employees are sought after for this role. A review of literature on the topics of psychological empowerment and employee engagement corroborate the benefits of an empowered and engaged workforce on the organisation’s performance and its ability to sustain its performance. To improve psychological empowerment and employee engagement in an organisation, leaders therefore have a role to play as the influencers of employee perceptions on both empowerment and engagement levels in the workplace. In just what way leaders can influence psychological empowerment and employee engagement in the workplace, shifts the potential to create an empowered and engaged workforce into the hands of the leaders in the organisation. Leaders therefore have the potential to display certain leadership empowering behaviours, which would in turn, influence psychological empowerment or employee engagement. This treatise intends to solve the research problem to improve psychological empowerment and employee engagement through the display of leadership empowering behaviours within the organisation. The following steps outline the manner in which this study was conducted: A literature review was embarked upon to introduce, describe and interpret the concepts of psychological empowerment, employee engagement and the influencing leadership empowering behaviours. Statistical analysis of the identified constructs to identify specific leadership empowering behaviours. Further research analysis was conducted, to investigate the impact of leadership empowering behaviours on psychological empowerment and on employee engagement. The literature was then revisited to design and test a new conceptual model of leadership empowering behaviours which influenced psychological empowerment and employee engagement. The way in which leaders execute the organisation’s communication strategy as well as the empowerment climate that leaders can create through their valuesbased interactions with employees showed a significant influence on psychological empowerment in the organisation studied. Employee engagement was significantly influenced by leaders who were supporting self-leadership amongst their employees as well as those who showed concern and interacted with their teams in a respectful, people-centred manner. These key insights into which leadership empowering behaviours influence employee’s perceptions of psychological empowerment and employee engagement offer leaders in the business with opportunities to reflect on their own behaviours. Leaders have the choice then to reinforce or adapt their behaviour, in order to empower and to engage their frontline employees more. These learning’s thus empower leaders with knowledge to empower and engaged their workforce. The display of leadership empowering behaviours was found to positively influence both psychological empowerment and employee engagement. By increasing empowerment and engagement, leaders can influence their organisation’s performance in a positive manner, which in turn has further potential to deliver a competitive advantage to the organisation, should these behaviours be embedded in the organisations culture.
- Format
- xv, 86 leaves
- Format
- Publisher
- Nelson Mandela Metropolitan University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela Metropolitan University
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| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | Jeanene Dunbar Webb.pdf | 2 MB | Adobe Acrobat PDF | View Details Download |