• The Journal of Asian Finance, Economics and Business
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• v.7 no.11
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• pp.809-816
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• 2020

This study tests and analyzes the influence of empowering leadership on employee creativity which is mediated by psychological empowerment. Researchers conduct survey method on state-owned bank employees (ABC Bank) in Pacitan, East Java, Indonesia. Purposive sampling is selected with Likert scale as measurement. The population of this study is 166 respondents, who are permanent employees of the ABC Bank. The data analysis technique used is SPSS 24. The results of this study find that: (1) there is an influence of empowering leadership on psychological empowerment, (2) there is an influence of empowering leadership on individual creativity, (3) there is an influence of psychological empowerment on individual creativity, and (4) the influence of empowering leadership on individual creativity is mediated by psychological empowerment. This study ignores other types of leadership. Further study is needed to examine other types of leadership besides empowering leadership. The level of analysis of this study is individual, so further study could examine empowering leadership conceptualized at the group level because followers will be influenced not only by the dyadic relationship with the leader, but also by the dynamics of the members of the empowered group. This study provides theoretical enrichment from the aspect of empowering leadership, especially at the individual level. Leaders can increase employee creativity by empowering them to do their jobs. Additionally, by creating a work environment that ensures employees feel empowered psychologically.

• Journal of the Korea Society of Computer and Information
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• v.21 no.5
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• pp.185-191
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• 2016

This study verified the structural relations among empowering leadership, self-efficacy and organizational citizenship behavior (OCB) in social welfare organizations. To this end, the study chose self-efficacy as an intervening variable and OCB as a dependent variable by considering the characteristics of social welfare organizations and their works. The study found that empowering leadership has a significantly positive impact on self-efficacy while both self-efficacy and empowering leadership have a significantly positive impact on OCB. Self-efficacy has meditating effects on the relationship between empowering leadership and OCB. Based on these results, the study suggests policy implications for the improvement of social workers' self- efficacy and OCB through empowering leadership in social welfare centers.

• The Korean Journal of Emergency Medical Services
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• v.17 no.3
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• pp.29-37
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• 2013

Purpose: The purpose of this study is to investigate how empowering leadership effects on growth needs and turnover intentions to emergency medical technicians. Methods: The study was based on seventy six paramedics and seventy EMTs-basic who were working at the fire stations. A survey questionnaire was used to prove connection between empowering leadership, growth needs, and turnover intentions. Results: There was a positive correlation between empowering leadership and growth needs, and negative correlation between empowering leadership and turnover intentions. There was a positive correlation between emergency medical technicians growth needs and turnover intentions. Conclusion: This analysis is empirically applied to study the empowering leadership focused on the empowerment act of leader to a leading role to empowerment in fire service organization.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.26 no.2
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• pp.8-30
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• 2018

The purpose of this study was to investigate the relationship between empowering leadership, directive leadership, safety communication, and safety behavior. Also, we examined whether safety motivation had a moderated mediating effect on this relationship. We collected the surveys from 343 combat pilots of the Republic of Korea Air Force for the analysis. Our structural equation modeling analysis revealed that there was a positive relationship between empowering leadership and safety behavior, and safety communication fully mediated the relationship. However, there is no relationship between directive leadership and safety behavior. Also, our results showed that safety motivation moderated the relationship between empowering leadership and safety communication, but not the relationship between directive leadership and safety communication. Furthermore, the relationship between empowering leadership and safety behavior through safety communication varied significantly with the degree of safety motivation, such that the higher the safety motivation, the higher the impact of empowering leadership on safety behavior through safety communication. Finally, we discussed the implications of these results, study limitations, and practical suggestions for future research.

• Knowledge Management Research
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• v.14 no.2
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• pp.89-116
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• 2013

The purpose of this research was to investigate relations among empowering leadership, knowledge sharing, intrinsic motivation and trust on supervisors. In addition, the purpose of this study was to investigate if trust on supervisors would mediate the effect of empowering leadership on outcome variables. A research model and hypotheses were developed to examine the theoretical research questions. To test the model proposed, survey data from 44 companies in various industries were collected by distributing 510 questionnaires to team member. The final set of data utilized to test hypotheses included 470 responses. The empirical results of the analysis are as follow. Empowering leadership was shown to influence followers' knowledge sharing. Meantime, empowering leadership was influencing intrinsic motivation and it was positively related to followers' trust on their supervisors. Finally, trust on supervisors partially mediated between empowering leadership and outcome variables. We found that empowering leadership was an important factor in a way that it closely related to variables of organizational competency, such as knowledge sharing, intrinsic motivation and trust in organization.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.4
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• pp.267-273
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• 2020

The research examines the impacts of empowering leadership on teamwork performance of the employees in sales departments at commercial banks in Vietnam. Based on the data from the sample survey of 406 employees in sales departments of commercial banks in Vietnam, the paper uses various types of statistical methods and assesses the reliability of scales with Cronbach's Alpha, Confirmatory Factor Analysis as well as Structural Equation Modeling for analysis. The results show that the Empowering Leadership factor has a directly positive impact on Knowledge Sharing and Teamwork Performance, which means when the Empowering Leadership is positive, the Knowledge Sharing and Teamwork Performance will increase. In addition, Empowering Leadership also has an indirect impact on Teamwork Performance through Knowledge Sharing factor, which means when the Empowering Leadership is positive, the Teamwork Performance will increase. Moreover, Knowledge Sharing factor has a directly positive impact on Teamwork Performance, which means when the Knowledge Sharing factor is positive, the Teamwork Performance will increase. The findings suggest that Empowering Leadership has both directly and indirectly positive influence on Teamwork Performance. Moreover, Empowering leadership has a directly positive impact on Knowledge-sharing while Knowledge-sharing has a directly positive impact on Teamwork Performance of sales departments of commercial banks in Vietnam.

• Journal of the Korea Safety Management & Science
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• v.19 no.4
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• pp.261-271
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• 2017

The paper examines how empowering leadership and intrinsic motivation contributed to explaining in-role behavior. In order to verify the relationships and mediating effect, data were collected from 414 individuals in employees working in small and medium-sized firms at Jinju, Changwon, Gimhae, Busan City to test theoretical model and its hypotheses. All data collected from the survey were analyzed using with SPSS 18.0. This study reports findings as follows: first, the relationship between the empowering leadership and the intrinsic motivation is positively related. Second, there was also a positive correlation between the intrinsic motivation and the in-role behavior. Third, the relationship between the empowering leadership and the in-role behavior is positively related. Finally, the intrinsic motivation played as a partial mediator on the relationship between empowering leadership and in-role behavior. Based on these findings, the implications and the limitations of the study were presented including some directions for future studies.

• Asia-Pacific Journal of Business
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• v.14 no.3
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• pp.67-88
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• 2023

Purpose - This study examined the effect of empowering leadership on adaptive performance and verified the mediating effect of job challenge in the relationship between empowering leadership and adaptive performance. Additionally, this study investigated the moderating effect of agentic and communal traits in the relationship between supervisor's empowering leadership and adaptive performance of subordinates. Design/methodology/approach - This study used data collected from 279 participants via an online platform. Multiple regression analysis, bootstrapping, hierarchical regression analysis, and simple slope test were used to analyze the data. Findings - First, supervisor's empowering leadership had a positive effect on adaptive performance. Second, job challenge was found to mediate the relationship between supervisor's empowering leadership and adaptive performance. Third, the agentic trait showed a moderating effect on strengthening the relationship between supervisor's empowering leadership and adaptive performance. However, communal trait did not show a moderating effect. Research implications or Originality - This study examined the moderating effect of agentic traits in the relationship between empowering leadership and adaptive performance, which has not been investigated before.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.5
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• pp.207-215
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• 2018

As the environment changes rapidly and the diversity of organizational members increases in the modern organization, interest is increasingly focused on empowering leadership that gives more authority and autonomy to the individual. In this study, we demonstrate an effective process for empowering leadership that was examined by focusing on the leader acceptance of organization members. For this purpose, 293 questionnaires were collected from employees working in corporations, and the mediating effects of individual leader acceptance on the relationship between empowering leadership and individual effectiveness (individual innovative behavior, individual performance) were verified. Hypothesis testing revealed that empowering leadership had a significant influence on both individual innovative behavior and individual performance. Second, in the relationship between empowering leadership and individual innovative behavior, individual leader acceptance was completely mediated. Third, in the relationship between empowering leadership and individual performance, individual leader acceptance was completely mediated. This study suggests that individual leader acceptance is important for empowering leadership effectiveness. In order for empowering leadership to be more effective, we propose that leaders make empowering behaviors according to the organization members' level of maturity and personal values.

• The Journal of the Korea Contents Association
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• v.21 no.3
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• pp.463-477
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• 2021

In this study, we investigated the impact of empowering leadership on intrinsic motivation, job crafting, and job performance. The role of intrinsic motivation and job crafting in the relationship between empowering leadership and job performance was verified. Covariance structure analysis was conducted to verify the research hypothesis using questionnaire data collected from SME workers in Yangsan, Ulsan, and Gyeongju. The results were as follows. First, empowering leadership has a significant influence on intrinsic motivation, job crafting. Second, empowering leadership did not have a significant influence on job performance. Third, intrinsic motivation has a significant influence on job crafting but intrinsic motivation did not have a significant influence on job performance. Fourth, job crafting has a significant influence on job performance. Finally, intrinsic motivation plays a partial mediating role in the relationship between empowering leadership and job crafting. job crafting plays a full mediating role in the relationship between empowering leadership and job performance. The results of this study suggest that employees' intrinsic motivation and job crafting should be promoted through the leader's empowering leadership in order to improve job performance.