Revisiting the relationship between transformational leadership and employee psychological empowerment : a more holistic view using organisational culture

Employee psychological empowerment has become an essential determinant of overall organisational performance. This is mainly caused by business organisations competing on a very detailed level to drive their advantageous position on their competitors. Transformational leadership (i.e. idealised infl...
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Autor*in:	Helalat, Abdullah [verfasserIn] Sharari, Hakem [verfasserIn] Qawasmeh, Rasha [verfasserIn] Bani-Mustafa, Ahmed [verfasserIn] Alkhazali, Zeyad [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2023

Rechteinformationen:	Open Access Namensnennung 4.0 International ; CC BY 4.0

Schlagwörter:	employee performance outcomes employee psychological empowerment leader-employee relationship organisational culture transformational leadership

Übergeordnetes Werk:	Enthalten in: Cogent business & management - London : Taylor & Francis, 2014, 10(2023), 3, Artikel-ID 2254023, Seite 1-17
Übergeordnetes Werk:	volume:10 ; year:2023 ; number:3 ; elocationid:2254023 ; pages:1-17

Links:	Link aufrufen Link aufrufen Link aufrufen

DOI / URN:	10.1080/23311975.2023.2254023

Katalog-ID:	1885068417

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allfields	10.1080/23311975.2023.2254023 doi 10419/294612 hdl (DE-627)1885068417 (DE-599)KXP1885068417 DE-627 ger DE-627 rda eng Helalat, Abdullah verfasserin aut Revisiting the relationship between transformational leadership and employee psychological empowerment a more holistic view using organisational culture Abdullah Helalat, Hakem Sharari, Rasha Qawasmeh, Ahmed Bani-Mustafa and Zeyad Alkhazali 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Employee psychological empowerment has become an essential determinant of overall organisational performance. This is mainly caused by business organisations competing on a very detailed level to drive their advantageous position on their competitors. Transformational leadership (i.e. idealised influence, inspirational motivation, intellectual stimulation, individual consideration) is considered as a core motivator to the predictors of employee psychological empowerment (i.e. meaning, self-determination). However, research is still scarce about how this relationship can be optimised; by whom it should be led and within which organisational environment it provides more effectiveness. This paper aims to examine the mediating role of organisational culture in the relationships between transformational leadership practices and behaviours and the level of employee psychological empowerment. To collect the research data, an online questionnaire was developed and distributed on a random sample of 600 employees from several Jordanian five-star hotels. This resulted in 201 fully answered questionnaires that were then validated and analysed using Analysis of a Moment Structures (AMOS) software. The empirical analysis has shown that transformational leadership is positively connected to employee psychological empowerment, with a significant positive mediation effect of organisational culture on the relationship between both constructs. The research concluded by explaining how organisations with the right ethics, values, beliefs, attitudes and norms provide a natural environment for transformational leaders to empower employees to perform their work duties with a sense of responsibility, autonomy, trust and confidence. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ employee performance outcomes (dpeaa)DE-206 employee psychological empowerment (dpeaa)DE-206 leader-employee relationship (dpeaa)DE-206 organisational culture (dpeaa)DE-206 transformational leadership (dpeaa)DE-206 Sharari, Hakem verfasserin aut Qawasmeh, Rasha verfasserin aut Bani-Mustafa, Ahmed verfasserin aut Alkhazali, Zeyad verfasserin aut Enthalten in Cogent business & management London : Taylor & Francis, 2014 10(2023), 3, Artikel-ID 2254023, Seite 1-17 Online-Ressource (DE-627)837953715 (DE-600)2837523-3 (DE-576)446658456 2331-1975 nnns volume:10 year:2023 number:3 elocationid:2254023 pages:1-17 https://www.tandfonline.com/doi/pdf/10.1080/23311975.2023.2254023 Verlag kostenfrei https://doi.org/10.1080/23311975.2023.2254023 Resolving-System kostenfrei https://hdl.handle.net/10419/294612 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2009 GBV_ILN_2014 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 10 2023 3 2254023 1-17 26 01 0206 4507391628 x1z 04-04-24 2403 01 DE-LFER 4511518548 00 --%%-- --%%-- n --%%-- l01 13-04-24 2403 01 DE-LFER https://doi.org/10.1080/23311975.2023.2254023 2403 01 DE-LFER https://www.tandfonline.com/doi/pdf/10.1080/23311975.2023.2254023
spelling	10.1080/23311975.2023.2254023 doi 10419/294612 hdl (DE-627)1885068417 (DE-599)KXP1885068417 DE-627 ger DE-627 rda eng Helalat, Abdullah verfasserin aut Revisiting the relationship between transformational leadership and employee psychological empowerment a more holistic view using organisational culture Abdullah Helalat, Hakem Sharari, Rasha Qawasmeh, Ahmed Bani-Mustafa and Zeyad Alkhazali 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Employee psychological empowerment has become an essential determinant of overall organisational performance. This is mainly caused by business organisations competing on a very detailed level to drive their advantageous position on their competitors. Transformational leadership (i.e. idealised influence, inspirational motivation, intellectual stimulation, individual consideration) is considered as a core motivator to the predictors of employee psychological empowerment (i.e. meaning, self-determination). However, research is still scarce about how this relationship can be optimised; by whom it should be led and within which organisational environment it provides more effectiveness. This paper aims to examine the mediating role of organisational culture in the relationships between transformational leadership practices and behaviours and the level of employee psychological empowerment. To collect the research data, an online questionnaire was developed and distributed on a random sample of 600 employees from several Jordanian five-star hotels. This resulted in 201 fully answered questionnaires that were then validated and analysed using Analysis of a Moment Structures (AMOS) software. The empirical analysis has shown that transformational leadership is positively connected to employee psychological empowerment, with a significant positive mediation effect of organisational culture on the relationship between both constructs. The research concluded by explaining how organisations with the right ethics, values, beliefs, attitudes and norms provide a natural environment for transformational leaders to empower employees to perform their work duties with a sense of responsibility, autonomy, trust and confidence. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ employee performance outcomes (dpeaa)DE-206 employee psychological empowerment (dpeaa)DE-206 leader-employee relationship (dpeaa)DE-206 organisational culture (dpeaa)DE-206 transformational leadership (dpeaa)DE-206 Sharari, Hakem verfasserin aut Qawasmeh, Rasha verfasserin aut Bani-Mustafa, Ahmed verfasserin aut Alkhazali, Zeyad verfasserin aut Enthalten in Cogent business & management London : Taylor & Francis, 2014 10(2023), 3, Artikel-ID 2254023, Seite 1-17 Online-Ressource (DE-627)837953715 (DE-600)2837523-3 (DE-576)446658456 2331-1975 nnns volume:10 year:2023 number:3 elocationid:2254023 pages:1-17 https://www.tandfonline.com/doi/pdf/10.1080/23311975.2023.2254023 Verlag kostenfrei https://doi.org/10.1080/23311975.2023.2254023 Resolving-System kostenfrei https://hdl.handle.net/10419/294612 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2009 GBV_ILN_2014 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 10 2023 3 2254023 1-17 26 01 0206 4507391628 x1z 04-04-24 2403 01 DE-LFER 4511518548 00 --%%-- --%%-- n --%%-- l01 13-04-24 2403 01 DE-LFER https://doi.org/10.1080/23311975.2023.2254023 2403 01 DE-LFER https://www.tandfonline.com/doi/pdf/10.1080/23311975.2023.2254023
allfields_unstemmed	10.1080/23311975.2023.2254023 doi 10419/294612 hdl (DE-627)1885068417 (DE-599)KXP1885068417 DE-627 ger DE-627 rda eng Helalat, Abdullah verfasserin aut Revisiting the relationship between transformational leadership and employee psychological empowerment a more holistic view using organisational culture Abdullah Helalat, Hakem Sharari, Rasha Qawasmeh, Ahmed Bani-Mustafa and Zeyad Alkhazali 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Employee psychological empowerment has become an essential determinant of overall organisational performance. This is mainly caused by business organisations competing on a very detailed level to drive their advantageous position on their competitors. Transformational leadership (i.e. idealised influence, inspirational motivation, intellectual stimulation, individual consideration) is considered as a core motivator to the predictors of employee psychological empowerment (i.e. meaning, self-determination). However, research is still scarce about how this relationship can be optimised; by whom it should be led and within which organisational environment it provides more effectiveness. This paper aims to examine the mediating role of organisational culture in the relationships between transformational leadership practices and behaviours and the level of employee psychological empowerment. To collect the research data, an online questionnaire was developed and distributed on a random sample of 600 employees from several Jordanian five-star hotels. This resulted in 201 fully answered questionnaires that were then validated and analysed using Analysis of a Moment Structures (AMOS) software. The empirical analysis has shown that transformational leadership is positively connected to employee psychological empowerment, with a significant positive mediation effect of organisational culture on the relationship between both constructs. The research concluded by explaining how organisations with the right ethics, values, beliefs, attitudes and norms provide a natural environment for transformational leaders to empower employees to perform their work duties with a sense of responsibility, autonomy, trust and confidence. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ employee performance outcomes (dpeaa)DE-206 employee psychological empowerment (dpeaa)DE-206 leader-employee relationship (dpeaa)DE-206 organisational culture (dpeaa)DE-206 transformational leadership (dpeaa)DE-206 Sharari, Hakem verfasserin aut Qawasmeh, Rasha verfasserin aut Bani-Mustafa, Ahmed verfasserin aut Alkhazali, Zeyad verfasserin aut Enthalten in Cogent business & management London : Taylor & Francis, 2014 10(2023), 3, Artikel-ID 2254023, Seite 1-17 Online-Ressource (DE-627)837953715 (DE-600)2837523-3 (DE-576)446658456 2331-1975 nnns volume:10 year:2023 number:3 elocationid:2254023 pages:1-17 https://www.tandfonline.com/doi/pdf/10.1080/23311975.2023.2254023 Verlag kostenfrei https://doi.org/10.1080/23311975.2023.2254023 Resolving-System kostenfrei https://hdl.handle.net/10419/294612 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2009 GBV_ILN_2014 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 10 2023 3 2254023 1-17 26 01 0206 4507391628 x1z 04-04-24 2403 01 DE-LFER 4511518548 00 --%%-- --%%-- n --%%-- l01 13-04-24 2403 01 DE-LFER https://doi.org/10.1080/23311975.2023.2254023 2403 01 DE-LFER https://www.tandfonline.com/doi/pdf/10.1080/23311975.2023.2254023
allfieldsGer	10.1080/23311975.2023.2254023 doi 10419/294612 hdl (DE-627)1885068417 (DE-599)KXP1885068417 DE-627 ger DE-627 rda eng Helalat, Abdullah verfasserin aut Revisiting the relationship between transformational leadership and employee psychological empowerment a more holistic view using organisational culture Abdullah Helalat, Hakem Sharari, Rasha Qawasmeh, Ahmed Bani-Mustafa and Zeyad Alkhazali 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Employee psychological empowerment has become an essential determinant of overall organisational performance. This is mainly caused by business organisations competing on a very detailed level to drive their advantageous position on their competitors. Transformational leadership (i.e. idealised influence, inspirational motivation, intellectual stimulation, individual consideration) is considered as a core motivator to the predictors of employee psychological empowerment (i.e. meaning, self-determination). However, research is still scarce about how this relationship can be optimised; by whom it should be led and within which organisational environment it provides more effectiveness. This paper aims to examine the mediating role of organisational culture in the relationships between transformational leadership practices and behaviours and the level of employee psychological empowerment. To collect the research data, an online questionnaire was developed and distributed on a random sample of 600 employees from several Jordanian five-star hotels. This resulted in 201 fully answered questionnaires that were then validated and analysed using Analysis of a Moment Structures (AMOS) software. The empirical analysis has shown that transformational leadership is positively connected to employee psychological empowerment, with a significant positive mediation effect of organisational culture on the relationship between both constructs. The research concluded by explaining how organisations with the right ethics, values, beliefs, attitudes and norms provide a natural environment for transformational leaders to empower employees to perform their work duties with a sense of responsibility, autonomy, trust and confidence. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ employee performance outcomes (dpeaa)DE-206 employee psychological empowerment (dpeaa)DE-206 leader-employee relationship (dpeaa)DE-206 organisational culture (dpeaa)DE-206 transformational leadership (dpeaa)DE-206 Sharari, Hakem verfasserin aut Qawasmeh, Rasha verfasserin aut Bani-Mustafa, Ahmed verfasserin aut Alkhazali, Zeyad verfasserin aut Enthalten in Cogent business & management London : Taylor & Francis, 2014 10(2023), 3, Artikel-ID 2254023, Seite 1-17 Online-Ressource (DE-627)837953715 (DE-600)2837523-3 (DE-576)446658456 2331-1975 nnns volume:10 year:2023 number:3 elocationid:2254023 pages:1-17 https://www.tandfonline.com/doi/pdf/10.1080/23311975.2023.2254023 Verlag kostenfrei https://doi.org/10.1080/23311975.2023.2254023 Resolving-System kostenfrei https://hdl.handle.net/10419/294612 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2009 GBV_ILN_2014 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 10 2023 3 2254023 1-17 26 01 0206 4507391628 x1z 04-04-24 2403 01 DE-LFER 4511518548 00 --%%-- --%%-- n --%%-- l01 13-04-24 2403 01 DE-LFER https://doi.org/10.1080/23311975.2023.2254023 2403 01 DE-LFER https://www.tandfonline.com/doi/pdf/10.1080/23311975.2023.2254023
allfieldsSound	10.1080/23311975.2023.2254023 doi 10419/294612 hdl (DE-627)1885068417 (DE-599)KXP1885068417 DE-627 ger DE-627 rda eng Helalat, Abdullah verfasserin aut Revisiting the relationship between transformational leadership and employee psychological empowerment a more holistic view using organisational culture Abdullah Helalat, Hakem Sharari, Rasha Qawasmeh, Ahmed Bani-Mustafa and Zeyad Alkhazali 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Employee psychological empowerment has become an essential determinant of overall organisational performance. This is mainly caused by business organisations competing on a very detailed level to drive their advantageous position on their competitors. Transformational leadership (i.e. idealised influence, inspirational motivation, intellectual stimulation, individual consideration) is considered as a core motivator to the predictors of employee psychological empowerment (i.e. meaning, self-determination). However, research is still scarce about how this relationship can be optimised; by whom it should be led and within which organisational environment it provides more effectiveness. This paper aims to examine the mediating role of organisational culture in the relationships between transformational leadership practices and behaviours and the level of employee psychological empowerment. To collect the research data, an online questionnaire was developed and distributed on a random sample of 600 employees from several Jordanian five-star hotels. This resulted in 201 fully answered questionnaires that were then validated and analysed using Analysis of a Moment Structures (AMOS) software. The empirical analysis has shown that transformational leadership is positively connected to employee psychological empowerment, with a significant positive mediation effect of organisational culture on the relationship between both constructs. The research concluded by explaining how organisations with the right ethics, values, beliefs, attitudes and norms provide a natural environment for transformational leaders to empower employees to perform their work duties with a sense of responsibility, autonomy, trust and confidence. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ employee performance outcomes (dpeaa)DE-206 employee psychological empowerment (dpeaa)DE-206 leader-employee relationship (dpeaa)DE-206 organisational culture (dpeaa)DE-206 transformational leadership (dpeaa)DE-206 Sharari, Hakem verfasserin aut Qawasmeh, Rasha verfasserin aut Bani-Mustafa, Ahmed verfasserin aut Alkhazali, Zeyad verfasserin aut Enthalten in Cogent business & management London : Taylor & Francis, 2014 10(2023), 3, Artikel-ID 2254023, Seite 1-17 Online-Ressource (DE-627)837953715 (DE-600)2837523-3 (DE-576)446658456 2331-1975 nnns volume:10 year:2023 number:3 elocationid:2254023 pages:1-17 https://www.tandfonline.com/doi/pdf/10.1080/23311975.2023.2254023 Verlag kostenfrei https://doi.org/10.1080/23311975.2023.2254023 Resolving-System kostenfrei https://hdl.handle.net/10419/294612 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2009 GBV_ILN_2014 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 10 2023 3 2254023 1-17 26 01 0206 4507391628 x1z 04-04-24 2403 01 DE-LFER 4511518548 00 --%%-- --%%-- n --%%-- l01 13-04-24 2403 01 DE-LFER https://doi.org/10.1080/23311975.2023.2254023 2403 01 DE-LFER https://www.tandfonline.com/doi/pdf/10.1080/23311975.2023.2254023
language	English
source	Enthalten in Cogent business & management 10(2023), 3, Artikel-ID 2254023, Seite 1-17 volume:10 year:2023 number:3 elocationid:2254023 pages:1-17
sourceStr	Enthalten in Cogent business & management 10(2023), 3, Artikel-ID 2254023, Seite 1-17 volume:10 year:2023 number:3 elocationid:2254023 pages:1-17
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topic_facet	employee performance outcomes employee psychological empowerment leader-employee relationship organisational culture transformational leadership
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container_title	Cogent business & management
authorswithroles_txt_mv	Helalat, Abdullah @@aut@@ Sharari, Hakem @@aut@@ Qawasmeh, Rasha @@aut@@ Bani-Mustafa, Ahmed @@aut@@ Alkhazali, Zeyad @@aut@@
publishDateDaySort_date	2023-01-01T00:00:00Z
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topic_title	Revisiting the relationship between transformational leadership and employee psychological empowerment a more holistic view using organisational culture Abdullah Helalat, Hakem Sharari, Rasha Qawasmeh, Ahmed Bani-Mustafa and Zeyad Alkhazali employee performance outcomes (dpeaa)DE-206 employee psychological empowerment (dpeaa)DE-206 leader-employee relationship (dpeaa)DE-206 organisational culture (dpeaa)DE-206 transformational leadership (dpeaa)DE-206
topic	misc employee performance outcomes misc employee psychological empowerment misc leader-employee relationship misc organisational culture misc transformational leadership
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title_full	Revisiting the relationship between transformational leadership and employee psychological empowerment a more holistic view using organisational culture Abdullah Helalat, Hakem Sharari, Rasha Qawasmeh, Ahmed Bani-Mustafa and Zeyad Alkhazali
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title_sort	revisiting the relationship between transformational leadership and employee psychological empowermenta more holistic view using organisational culture
title_auth	Revisiting the relationship between transformational leadership and employee psychological empowerment a more holistic view using organisational culture
abstract	Employee psychological empowerment has become an essential determinant of overall organisational performance. This is mainly caused by business organisations competing on a very detailed level to drive their advantageous position on their competitors. Transformational leadership (i.e. idealised influence, inspirational motivation, intellectual stimulation, individual consideration) is considered as a core motivator to the predictors of employee psychological empowerment (i.e. meaning, self-determination). However, research is still scarce about how this relationship can be optimised; by whom it should be led and within which organisational environment it provides more effectiveness. This paper aims to examine the mediating role of organisational culture in the relationships between transformational leadership practices and behaviours and the level of employee psychological empowerment. To collect the research data, an online questionnaire was developed and distributed on a random sample of 600 employees from several Jordanian five-star hotels. This resulted in 201 fully answered questionnaires that were then validated and analysed using Analysis of a Moment Structures (AMOS) software. The empirical analysis has shown that transformational leadership is positively connected to employee psychological empowerment, with a significant positive mediation effect of organisational culture on the relationship between both constructs. The research concluded by explaining how organisations with the right ethics, values, beliefs, attitudes and norms provide a natural environment for transformational leaders to empower employees to perform their work duties with a sense of responsibility, autonomy, trust and confidence.
abstractGer	Employee psychological empowerment has become an essential determinant of overall organisational performance. This is mainly caused by business organisations competing on a very detailed level to drive their advantageous position on their competitors. Transformational leadership (i.e. idealised influence, inspirational motivation, intellectual stimulation, individual consideration) is considered as a core motivator to the predictors of employee psychological empowerment (i.e. meaning, self-determination). However, research is still scarce about how this relationship can be optimised; by whom it should be led and within which organisational environment it provides more effectiveness. This paper aims to examine the mediating role of organisational culture in the relationships between transformational leadership practices and behaviours and the level of employee psychological empowerment. To collect the research data, an online questionnaire was developed and distributed on a random sample of 600 employees from several Jordanian five-star hotels. This resulted in 201 fully answered questionnaires that were then validated and analysed using Analysis of a Moment Structures (AMOS) software. The empirical analysis has shown that transformational leadership is positively connected to employee psychological empowerment, with a significant positive mediation effect of organisational culture on the relationship between both constructs. The research concluded by explaining how organisations with the right ethics, values, beliefs, attitudes and norms provide a natural environment for transformational leaders to empower employees to perform their work duties with a sense of responsibility, autonomy, trust and confidence.
abstract_unstemmed	Employee psychological empowerment has become an essential determinant of overall organisational performance. This is mainly caused by business organisations competing on a very detailed level to drive their advantageous position on their competitors. Transformational leadership (i.e. idealised influence, inspirational motivation, intellectual stimulation, individual consideration) is considered as a core motivator to the predictors of employee psychological empowerment (i.e. meaning, self-determination). However, research is still scarce about how this relationship can be optimised; by whom it should be led and within which organisational environment it provides more effectiveness. This paper aims to examine the mediating role of organisational culture in the relationships between transformational leadership practices and behaviours and the level of employee psychological empowerment. To collect the research data, an online questionnaire was developed and distributed on a random sample of 600 employees from several Jordanian five-star hotels. This resulted in 201 fully answered questionnaires that were then validated and analysed using Analysis of a Moment Structures (AMOS) software. The empirical analysis has shown that transformational leadership is positively connected to employee psychological empowerment, with a significant positive mediation effect of organisational culture on the relationship between both constructs. The research concluded by explaining how organisations with the right ethics, values, beliefs, attitudes and norms provide a natural environment for transformational leaders to empower employees to perform their work duties with a sense of responsibility, autonomy, trust and confidence.
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title_short	Revisiting the relationship between transformational leadership and employee psychological empowerment
url	https://www.tandfonline.com/doi/pdf/10.1080/23311975.2023.2254023 https://doi.org/10.1080/23311975.2023.2254023 https://hdl.handle.net/10419/294612
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Revisiting the relationship between transformational leadership and employee psychological empowerment : a more holistic view using organisational culture

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