Empowered Leadership Influences Employee Motivation, Encourages Positive Behaviors, Lessens Emotional Exhaustion and Reduces The Likelihood of Turnover

Volume 8, Issue 8, August 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
Empowered Leadership Influences Employee

Motivation, Encourages Positive Behaviors,
Lessens Emotional Exhaustion and Reduces
the Likelihood of Turnover
Dr. John Motsamai Modise
South African Police Service
Abstract:- This article argues that through autonomous I. INTRODUCTION

motivation, empowered leadership will lead to good
behaviors, reduced emotional tiredness, and decreased Organizations are constantly enhancing their processes
turnover intention, and that personality variables in to become more effective and efficient as well as to boost
subordinates will regulate these correlations. The effects revenues while lowering expenses in today's corporate
of perceived general self-efficacy and proactive environment, which is becoming more complicated and
personality in individuals are also studied in this study, cognitively demanding. To effectively develop and manage
as well as any potential relationships between crucial firm resources, the strategic management literature
empowering leadership and the aforementioned emphasizes the importance of leadership at all levels of an
outcomes. What effects does a leader's facilitation have organization. It also contends that those firms with the most
on employees' motivation, extracurricular activities, and distinctive and valuable resources will succeed more (Hitt&
general well-being. To support the performance of Ireland, 2002). Several studies (Hitt& Duane, 2002;
effective organizations and prevent unfavorable Amundsen &Martinsen, 2014; Podsakoff, MacKenzie, Paine
organizational outcomes, managers and executives can &Bachrach, 2000), argue that a company's human capital
balance their authority and empowerment behaviors. To has been identified as a special and valuable resource for
do this, they can use the investigation of this relationship predicting positive organizational outcomes, particularly
to help businesses understand both the benefits and through improved employee performance and organizational
drawbacks of empowering leadership. The self- citizenship behaviors.
determination theory and social cognitive theory are
both used in this study. The purpose of this study was to According to Sims, Faraj, and Yun (2009), the typical
examine the effects of both enabling and burdening impression of leadership is that it entails a powerful
empowering leadership on employee motivation, extra- individual instructing and leading subordinates to
role behaviors, and well-being while accounting for accomplish a shared organizational purpose. However,
individual characteristics such as employee general self- empowering leadership entails eschewing a conventional
efficacy and proactive personality. Empowering hierarchical organizational structure by giving employees
leadership is connected with a range of positive more autonomy and decision-making power. This increases
organizational outcomes as well as positive individual their responsibility, self-efficacy, and risk-taking behaviors,
outcomes for employees. Empowering leadership may which in turn improves performance (Conger &Kanungo,
increase employees' autonomy and responsibility, which 1988; Lee, Cheong, Kim & Yun, 2017). It has been
may reduce both the company's and the employee's demonstrated to be associated with a variety of positive
productivity. Empowerment, in the opinion of Forrester organizational outcomes, including enhanced creativity
(2000) and Spreitzer (1995, 1996), should enable workers (Zhang &Bartol, 2010) and intrinsic motivation (Thomas
to reach their full potential, increase their motivation, &Velthouse, 1990), improved employee performance,
make them more adaptive and responsive to their increased job satisfaction (Vecchio, Justin & Pearce, 2010),
surroundings, and lessen the bureaucratic barriers that affective commitment, as well as a decrease in turnover
prevent response. The benefits of empowerment are intention (Dewettinck&Ameijde, 2011), empowering
unfortunately not always felt, and the challenges appear leadership has attracted more attention in research and
to be more the product of implementation mistakes than practical settings.
design problems (Ford &Fottler, 1995). These results suggest that leadership style and the
Keywords:- Leadership, Empowerment, Empowering relationship between leaders and subordinates can affect
Leadership, Leadership Constructs, Leadership behavior, how much employees identify with and are willing to stay
Organizational performance, Citizenship. with their organization, as well as how satisfied they are
with their jobs. All of these factors have a positive impact on
the success of the organization. Citizenship encourages
working group members to cooperate and interact socially,
for example by being polite and assisting with work-related
problems (Organ, 1988). There are two main sorts of
pressure sources, challenge and impediment, and employees'
IJISRT23AUG1616 www.ijisrt.com 2988

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cognition and emotion differ under different pressure Different demands for both employees and
sources, which may have varied consequences on management in these businesses have been brought on by
employees' behavioral reactions. Empowering leadership is the present emphasis on teams, and especially on
a significant stressor. Through authorization, managers hope empowered teams. Employees in empowered teams
to see improvements in their staff members' self- gradually get more freedom, discretion, and control over
management and self-leadership skills. As a result, leaders their working environment. Some teams are even in charge
who are empowered and who exhibit power-sharing have of hiring and firing staff members, procuring supplies,
drawn a lot of interest in theory and practice (Dong, Liao, setting work schedules and vacations, and deciding salary
Chuang, & Zhou, 2015; Hill &Bartol, 2016). raises (Lawler, 1986; Liden and Tewksbury, 1995). On the
other side, managers must encourage self-management,
Many businesses have switched out their old empower teams, and provide support. Additionally,
hierarchical management structures with empowered (semi- managers may be expected to set a good example, encourage
autonomous or self-managing) work teams to increase the social and emotional growth, foster openness and trust,
overall flexibility and efficiency of their operations. Teams promote self-reinforcement, provide resources and
with more power now handle tasks that used to be handled information to complete tasks, support the setting of
by managers, such as planning and controlling work. To personal goals, and communicate a clear vision (Bennis and
lead these teams, the remaining managers have been Nanus, 1985).
required to assume a new set of tasks and duties (Manz and
Sims, 1987; Lawler, 1986, 1992; Drucker, 1983). However, Based on such a revolution, the beginning of
despite empowered teams' present popularity and extensive empowered leadership appears to be a higher categorization
use, there is no empirical study that looks at the abilities of pioneers. The beginning of empowered leadership was
required to lead them successfully. Employees will view it anticipated in the 1990s. (Manz, & Sims, 1989) claim that
as a challenge stress when they are more aware that the idea of "super leadership" was the inspiration behind
empowering leadership involves giving employees empowering leadership. After extending the theory of
authority, opportunity, and power to participate in decision- leadership to include transformational, transactional,
making. This is done to inspire employee creativity, instrumental, and empowerment leadership using Exploring
subjective initiative, and intrinsic motivation. Factor Analysis (EFA) (Pearce, et al. 2003), Pearce
proposed the idea of the four-factor theory. Additionally,
If a person believes that something is simple to using the tertiary trial and confirmatory factor analysis
overcome by working hard, pressure will be viewed as (CFA), he demonstrated the aforementioned
motivation and have a good impact on their growth and appropriateness. As a result, an autonomous style of
performance at work. The pressures that are seen as leadership may not be able to achieve empowerment
challenges affect employees favorably while causing stress. leadership.
Employees who have enough interpersonal resources can
handle obstacles better. By allocating resources, assisting in II. THEORETICAL FRAMEWORK
coordination, and adjusting to shifting objectives and needs,
these acts boost organizational performance and productivity A. Psychological Motivation Perspective
(Podsakoff, MacKenzie, Paine, &Bachrach, 2000). Power is a notion that can reflect social concepts,
According to a meta-analysis, citizenship effectively according to the social exchange theory. It depicts the
encourages and enhances performance at the organizational asymmetric control of resources and the interdependent
and unit levels (Podsakoff et al., 2009). Additionally, social function in the context of a specific scenario and
employees' citizenship has an impact on their performance social interactions (Magee et al., 2008: 111–127). According
ratings (Lam, Hui, & Law, 1999), as they think that these to this definition, having power means being able to
actions make the manager think favorably of them and have dominate others and act independently to accomplish one's
an impact on the award proposal (Allen & Rush, 1998; objectives. Power serves as a means of control. Those in
Kiker&Motowidlo, 1999). positions of authority can influence others to work toward
their objectives. In other words, power is the capacity that is
The structure and procedures of traditional unaffected by external factors.
organizations and those of empowered or at organizations
are in stark contrast. According to Manz and Sims (1987), A person will be largely free without power but will be
the traditional organization is characterized by a hierarchical subject to others. A person's capacity to offer the company
structure, centralized decision-making, and a top-down useful resources can be a source of power. His position
control ideology. The duties of managers and employees are within the organizational hierarchy, his professional
clearly defined in this setting. Workers are in charge of abilities, and his access to certain expertise or information
completing the tasks that management has given them. In are other possible contributing factors. From this vantage
turn, managers are in charge of outlining and organizing the point, resource allocation strategies like empowerment can
work of staff members, making crucial choices, awarding help to lessen reliance on high power. Decentralization,
praise, and instructing staff on what to do (Lawler, 1986, involvement, knowledge sharing, and training are just a few
1988, Manz and Sims, 1987). Since the earliest of the management techniques that make up the
organizational theorists, this structure and the related empowerment leadership behavior. (2010) Hakimi, et al.
functions of managers and employees have come to McClelland, 1975).
represent organizations.

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B. Measurement and Construction adopting a self-managed team structure in which leadership
Scholars have discussed the structure and measurement and responsibility are distributed among several individuals
method of empowered leadership from two different (Lord et al., 2001). This served as the basis for the definition
theoretical views. Thomas presented a cognitive model of empowering leadership since it shows how this
made up of a sense of meaning, a sense of competency, a management approach encourages employee autonomy and
sense of autonomy, and a sense of influence from the self-leadership skills (Vecchio, Justin, & Pearce, 2010).
perspective of psychological empowerment (Thomas and
Velthouse, 1990). Spreitzer created a multidimensional scale According to academics, empowering leadership is the
of psychological empowerment based on this approach process of giving followers more authority, autonomy, and
(Spreitzer, 1995). responsibility to improve followers' internal motivation and
increase organizational success (Ahearne, Mathieu & Rapp,
With the use of the two-order confirmatory factor 2005; Amundsen &Martinsen, 2014; Sharma &Kirkman,
analysis, he also verified the reliability of this four- 2015; Sims, Faraj& Yun, 2009). According to Amundsen
dimension scale. Through two questionnaire surveys of 23 and Martinsen (2014), empowering leadership involves
enterprises, Li Chaoping et al. used an empirical study delegating authority from top management to staff members,
approach to confirm the application of Spreitzer's giving them the freedom and power to decide on routine
psychological empowerment scale to the context of Chinese tasks while allowing upper management to concentrate on
culture (Thomas, and Tymon, 1994). more crucial tasks.
Using this measure, he looked at the effect of According to some researchers, leaders need to
empowerment on employee attitude. Based on Hui and embrace empowering behaviors because their jobs are
Thomas' empirical research (Arnold, Arad, Rhoades, and getting harder and more demanding and it is not realistic nor
Drasgow, 2000) and Conger's qualitative study (Conger, and practical for them to make every decision on their own
Kanungo, 1988), Ahearne separated empowerment (Sharma &Kirkman, 2015). Additionally, it has been
leadership behavior into four categories and created an demonstrated that firms using empowering efforts
empowerment leadership scale. With an internal consistency outperform those using more conventional hierarchical
coefficient of 0.88, the scale has a good degree of reliability. systems.
III. DEFINING EMPOWERING LEADERSHIP Accordingly, a leader who supports the growth of self-
management and self-leadership skills in followers by
Leadership styles have changed to become more moral giving them the same kind of power as the leader is referred
and people-centered, with a focus on the welfare of to as an empowering leader (Pearce et al., 2003; Conger
employees, to meet the demands and responsibilities of &Kanungo, 1988; Amundsen &Martinsen, 2014). An
today's fast-paced and constantly changing workplace empowering leader will involve subordinates in decision-
(Sharma &Kirkman, 2015; Van Dierendonck, 2011). This is making, stress the importance of their work, show trust in
consistent with the growing body of research on positive their ability to complete duties and do everything in their
organizational behavior, which holds that firms will be more power to reduce bureaucracy at work (Zhang &Bartol,
successful if their employees are more interested in their 2010). This entails encouraging initiative and open
work and workplace (Van Dierendonck, 2011). communication among staff members, both of which have
been connected to advances in individual performance
The definition of empowering leadership given by (Chowhan, 2016).
Zhang & and Bartol (2010) is "the way on the way to
objectifying circumstances that authorize offering To affect the aforementioned results, empowered
dimensions on the way to a worker using showing the leadership may do so through a variety of techniques,
implication of the operative's action, giving further according to scholars. These include autonomy (Hocine and
prominent basic leadership self-rule, collaborating belief in Zhang, 2014), psychological empowerment
the worker's capabilities, in addition emptying interruptions (Dewettinck&Ameijde, 2011), intrinsic motivation (Zhang
to performance." Instead of exercising parallel control, &Bartol, 2010), self-efficacy and psychological ownership
empowerment leadership highlighted the technique of the (Kim &Beehr, 2017), employee resistance (Vecchio, Justin
subordinates' self-impact. Employees may concentrate on & Pearce, 2010), job satisfaction (Salam, Cox & Sims,
the characteristics of enabling leaders who are more self- 1996), knowledge-sharing and team efficacy (Srivastava,
directed and who provide more possibilities for performance Bartol& Lock). creativity and intrinsic motivation (Zhang
(i.e., challenge stressors), as well as on the characteristics of &Bartol, 2010), top management team behavioral
empowering leaders who are more strict and accountable integration and potency (Carmeli, Schaubroeck&Tishler,
(i.e., hindrance stressors). These shifts in attention affect 2011), working conditions in the form of cognitive resources
how empowering leaders are perceived over time, which in and demands (Tuckey, Bakker & Dollard, 2012), self-
turn affects the subsequent behaviors (such as rudeness and awareness (Tekleab, Sims, Yun, Tesluk& Cox, 2008),
good citizenship). passion (Hao, He &Long, 2018), job crafting (Kim &Beehr,
2017), and leader-member exchange (Lee, Willis & Tian,
Particularly, leadership and the relationship between a 207).
leader and a follower are now understood to be crucial
elements in boosting employee engagement and
organizational success. Additionally, firms are increasingly

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Motivating leaders will also help their followers According to Arnold, Arad, Rhoades, and Drasgow
develop their leadership abilities by teaching them new (2000), leadership empowerment behavior (hereinafter
skills and giving them more freedom and responsibility. The referred to as LEB) entails the process of putting in place
social cognitive theory of Bandura (1986), which describes circumstances that increase employees' feelings of self-
how a person's behavior affects the environment they are in efficacy and control (for example, participatory decision-
and then changes that person's behavior through observation making), eliminating circumstances that foster a sense of
(as mentioned in Pearce et al., 2003), can be used to powerlessness (for example, bureaucracy), and giving them
generalize learning. According to the study, in the event of the freedom to be as flexible as the situation warrants. More
enabling leaders, their subordinates will imitate the self- specifically, we contend that LEB involves leader behaviors
leadership and autonomous behaviors they exhibit. As a that are in line with the four components mentioned above,
result, an empowering organizational culture will be created building on the work of Conger and Kanungo (1988) and
as a result of the empowering leader's action which will then Hui (1994).
impact employee self-leadership behavior. Employees will
be able to broaden their roles by taking on a variety of It is reasonable to state that "leaders appear to be a
activities thanks to these self-leadership abilities and forgotten group" (Druskat& Wheeler, 2003) given the recent
enhanced autonomy, which will show their superiors how trend toward more flexible and empowering organizational
skilled and competent they are at their jobs. According to designs. However, successful leadership is a key factor in
some academics (Conger &Kanungo, 1988; Bandura, 1977, empowered businesses' performance (Druskat& Wheeler,
as quoted in Thomas &Velthouse, 1990), empowerment can 2003; Manz& Sims, 1984). The important thing to
boost workers' self-efficacy. As a result, subordinates will remember is that good leadership takes on a different form
be able to feel that they can complete their responsibilities in empowered environments than it does in more
successfully, which will enhance their cognitive abilities and conventional ones.
professional competencies and ultimately improve their job
performance. However, empowering leadership might not always be
advantageous. According to some academics, excessive
IV. WORKPLACE LEADERSHIP empowerment, particularly if it is unchecked, can lead to
EMPOWERMENT AND ITS BENEFITS deviant behavior or have negative effects on both the
employees and the organization in which they work
Several researchers (Chebat&Kollias, 2000; Conger, (Forrester, 2000; Conger &Kanungo, 1988; Kim &Beehr,
1989; Conger &Kanungo, 1988; Hartline & Ferrell, 1996; 2017). Researchers have proposed a curvilinear relationship
Hui, 1994; Spreitzer, 1995, 1996; Thomas &Velthouse, between empowering leadership and employee outcomes as
1990) have established and advanced the idea of a result of other research showing that employee
empowerment. Empowerment has been highlighted as a empowerment has erratic impacts on workers (Forrester,
concept that merits more exploration after previous studies 2000; Lee, Cheong, Kim & Yun, 2017).
showed that it is a key factor in organizational effectiveness
(Kanter, 1989; Spreitzer, 1995; Thomas &Velthouse, 1990). In 2016, Cheong, Spain, Yammarino, and Yun
There are two ideas on empowerment in the literature. One proposed this as a burdening effect of empowering
approach defines empowerment as "a practice, or set of leadership, whereby empowerment entails some loss of
practices, involving the delegation of responsibility down control by the leader, and if it continues in an unregulated
the hierarchy to give employees increased decision-making manner, it could result in role ambiguity or ignorance
authority concerning the execution of their primary work toward the task performance of the employee, leading to
tasks" (Leach, Wall, & Jackson, 2003: 28). This definition detrimental overconfidence and a reduction in efficiency.
places empowerment within the organizational context. Employee burnout (Kim & Stoner, 2008) and emotional
exhaustion (Rizzo, House &Lirtzman, 1970) have both been
Based on employees' feelings of (a) significance, (b) connected to increased turnover intention and absenteeism,
competence, (c) self-determination, and (d) influence, a and these demanding working conditions have also been
second approach views empowerment as a four-dimensional proven to be a prelude to both. Further, according to Cheong
psychological state (Conger &Kanungo, 1988; Spreitzer, and colleagues (2016), ignoring both enabling and
1995, 1996; Thomas &Velthouse, 1990). The two burdening aspects would lead to an incomplete
techniques were delineated by Leach et al. (2003), who also understanding of empowering leadership and its effects. For
made the case that the second approach is a natural this reason, it is crucial for research and practice to
outgrowth of an essential companion to situational determine when an empowering leader's behavior is seen as
empowerment (Liden& Tewksbury, 1995). Leach et al. burdensome or enabling.
(2003: 28) investigated how the "central aspect of
psychological empowerment... namely self-efficacy" However, employee performance has been the primary
mediates the effects of the situational view of empowerment focus of research on the burdensome component of
on employee outcomes when combined with other variables. empowering leadership, thus this study aims to add to the
In this study, we follow a similar methodology and body of knowledge by looking at its implications on other
investigate how LEB affects employee effectiveness as employee outcomes. Although empowering leadership can
mediated by self-efficacy and employee adaptability. have both positive and negative effects on employee
outcomes at work (Cheong et al., 2016; Kim &Beehr, 2017),
research to date has not directly examined these effects on

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employee motivation, extra-role performance, and well- Instead of necessarily providing opportunities for
being (or ill-being). followers to progress, giving followers the flexibility and
responsibility to complete their responsibilities as they see
The methods through which empowering leadership is fit and to create their opportunities within the company will
supposed to have these conflicting impacts are also poorly empower leaders. Because workers will be able to see
understood. This study posits that these impacts occur themselves as leaders, the outdated organizational structure
through employees' work motivation and tries to explore the will be abolished. Participative leadership, which aims to
consequences that empowering leadership has on extra-role involve subordinates in decision-making processes, and
performance, employee well-being, and turnover intention. leader-member exchange (LMX), which focuses primarily
The self-determination theory of motivation, which is used on the unique two-way interaction between leader and
in this study, emphasizes the importance of autonomy in subordinate, are both distinct from empowering leadership
creating the best kind of motivation—autonomous (Sharma &Kirkman, 2015).
motivation—Baard, Deci, and Ryan (2004). The perfect
degree of autonomy and direction will benefit the workers in Participatory leadership has been positively correlated
a properly managed empowering work environment, with involvement, adaptability, and psychological
enabling them to perform to the best of their abilities while empowerment, which includes sentiments of intrinsic
still adhering to the parameters of their job tasks. motivation, self-determination, and self-efficacy (Bell,
Chan, &Nel, 2014). Motivating leaders will allow their
V. DISTINGUISHING EMPOWERING followers the freedom to make their own decisions and will
LEADERSHIP FROM RELATED involve them in the decision-making process. A positive,
APPROACHES trusting relationship between the leader and the subordinate
is often fostered by this technique, which also tends to
Theoretically and empirically, empowering leadership increase subordinate confidence. Participative leadership
can be separated from other leadership philosophies. Pearce and LMX are both parts of the greater notion of empowering
and colleagues (2003) claimed that there are four different leadership.
forms of leadership: directive, transactional,
transformational, and empowering, based on a meta-analytic VI. THE IMPACT OF WORKER READINESS
examination of the literature on leadership. The directive
leader will largely influence subordinates by intimidation According to Armenakis, Harris, and Feild (1999),
and command. Directive leadership is a top-down leadership readiness is arguably one of the most crucial components in
style that is founded in bureaucracy and that is built on employees' initial support for change projects. Although
legitimate and coercive power. The transactional- Jacobson (1957) may have been the first to develop the idea
transformational paradigm that has historically characterized of readiness, the basis for readiness as a distinct construct
the leadership literature is congruent with transactional has been included in several theoretical models of how
leadership since it depends on an effort-reward exchange change occurs.
between the leader and followers (Pearce et al., 2003; Sims,
Faraj, & Yun, 2009). Van de Ven and Poole (1995) combined theories of
change from many academic fields, providing researchers,
This is another example of top-down leadership where managers, and organizational development specialists with a
employees perform their duties in return for rewards. theoretical framework for comprehending the phenomenon.
Transformational leaders, like developmental leaders, seek To achieve predetermined objectives, organizational leaders
to enthuse people by displaying charismatic conduct and frequently implement deliberate, system-wide changes
communicating ideological ideals (Pearce et al., 2003; Choi, (referred to as teleological change by Van de Ven& Poole,
Goh, Adam & Tan, 2016). A leader who empowers 1995). Differences and disagreements between the
followers, on the other hand, concentrates on fostering organizational leaders and members could arise as these
initiative, self-management, and self-leadership in them by deliberate changes are implemented, though. Conflicts must
giving them more freedom, accountability, self-assurance, be settled so that organizational members' views and
and development chances. The meta-analysis by Pearce and cognitions coincide with those of the leaders for change to
colleagues (2003) recommends empowering leadership as a happen in the direction that leadership wishes (Van de
new kind of leadership from the traditional transactional- Ven& Poole, 1995; they refer to this process as dialectical
transformational paradigm. transformation). A state of readiness needs to be established.
Empowering leadership can be separated from other It follows that it is not surprising that several
encouraging and uplifting leadership ideologies like servant instruments have been created to serve this function, as well
leadership, participative leadership, and leader-member as that the assessment of readiness before the introduction of
exchange (LMX). A servant leader puts the needs of their change has been advocated (Cunningham et al., 2002; Jones,
followers first and seeks to provide possibilities for those Jimmieson, & Griffiths, 2005; Weeks, Roberts, Chonko, &
followers to advance within the company (Dierendonck, Jones, 2004). According to Holt, Armenakis, Harris, and
2011). Servant leaders, in essence, put the needs of their Feild (in press), these tools now in use appear to gauge
team members above their own (Liden, Wayne, Meuser, Hu, preparedness from a variety of angles, including change
Wu, & Liao, 2015). Even though servant leaders give their process, change content, change context, and individual
team members authority, this part of their leadership qualities. The actions used to effect the change are referred
approach is not their top priority. to as the change process.

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The level of employee participation is one aspect of the &Erez, 2000). As a result, we put out the following two
change process that might be considered. The organizational theories.
change content, which refers to the specific endeavor being
introduced (and its features), is a second viewpoint. Usually, VII. WORKPLACE SELF-EFFICIENCY OF
content is focused on the organizational qualities that are LEADERS AND PROACTIVE FOLLOWERS
administrative, procedural, technological, or structural. The
context within the organization is the third viewpoint. The According to Bandura (1997), self-efficacy is the belief
circumstances and setting in which employees work make that a person has in their capacity to complete activities
up the context. Employees in a learning business, for successfully and effectively. However, a lot of scholars have
instance, are more willing to accept ongoing change. The claimed that this definition is too limited and has given the
characteristics of each employee individually represent the construct an overly restricted focus. This has led to more
fourth and final perspective. Some employees may be more studies and the establishment of a distinction between task-
likely to support organizational changes than others due to specific and generic self-efficacy (Chen, Gully, & Eden,
individual characteristics. 2001). The general self-efficacy construct is more inclusive
and takes into account a person's success in a range of
We've assumed that empowerment will benefit circumstances and tasks.
everyone up to this point. However, some scholars contend
that attempts to give employees more autonomy do not While task-specific self-efficacy is viewed as a
always pay off and sometimes even backfire (Forrester, motivating condition, general self-efficacy is perceived
2000; Randolph &Sashkin, 2002). So, the question of "Who more as a motivational trait. To understand how individual
Benefits from Empowerment?" is in question. We contend attribute differences affect the perception of empowering
that a key moderator of the effects of leader behaviors will leaders on a variety of subordinate outcomes, general self-
be the degree to which employees are prepared to accept and efficacy will be explored in this study. According to
exercise the freedoms provided by empowerment. Langfred and Moye (2004), employees who have high levels
of self-efficacy may desire greater autonomy than
We consider employee readiness as a multidimensional employees who have low levels of self-efficacy, suggesting
composite variable—what Edward (2001) referred to as an that these people might gain from having an empowering
aggregate multidimensional construct—arising from the leader and be shielded from the burdensome effects that
convergence of salespeople's product knowledge, their such leaders might have.
tenure in the field, and their tenure with the current
As opposed to passive followers, proactive followers
employer, in line with the conceptions of experience
tend to influence their environment to guarantee that their
advanced by several authors (Quinones, Ford, & Teachout,
objectives are met (Bateman &Crant, 1993). To reduce the
1995; Tesluk& Jacobs, 1998).
potential demands on their psychological resources,
The logic is that to the extent employees possess an employees with proactive personalities may be more
array of attributes that enable them to be successful in an proactive in controlling the conduct of their boss (Bateman
empowered environment, they will respond more positively &Crant, 1993). Self-efficacy and an assertive attitude may
to L According to this logic, employees will react more therefore be crucial factors in determining whether an
favorably to LEB if they have a variety of traits that allow employee perceives an empowering boss as enabling or
them to succeed in an atmosphere where they have more burdensome.
control. In light of this, we define employee empowerment
VIII. EMPOWERMENT, EMPOWERING
readiness as the degree to which employees have a variety of
LEADERSHIP, AND THE FIVE STAGE
task-relevant knowledge and expertise that will enable them
PROCESS OF EMPOWERMENT
to take advantage of and succeed in an empowered
workplace. Empowerment: According to Bass and Riggio (2006),
empowerment has become a popular topic of study in recent
In light of this, we define employee empowerment
years. Although other authors have defined the appearance
readiness as the degree to which employees have a variety of
of empowerment as an example of empowering others,
task-relevant knowledge and expertise that will enable them
Menon (2001) goes on to define this concept as the internal
to take advantage of and succeed in an empowered
processes of the employee being engaged. It has also been
workplace. Self-efficacy levels are more likely to be higher
called a comprehensive and motivational methodology
in people with a wealth of prior relevant job experience than
(Tuckey et al., 2012) that consists of different activities
in people with less relevant experience (Bandura, 1997;
designed to share information, rewards, resources, and
Chen &Klimoski, 2003; Gist & Mitchell, 1992). Higher
authority with subordinate staff (Fernandez &Moldogaziev,
levels of relevant information will provide people with more
2015).
resources to draw from and allow them to report higher
levels of efficacy (Phillips & Gully, 1997). It is common knowledge in the literature that
employees who are psychologically empowered are
Similarly, more relevant work experience and
characterized as such. According to Thomas and Velthouse
knowledge have been linked favorably to individuals'
(1990), this is defined by an inherent motivation that is
performance adaptability (Pulakos, Arad, Donovan,
expressed in four sensitivities: competence, meaning, self-
&Plamondon, 2000; Leach et al., 2003; LePine, Colquitt,
determination, and effect. The mistrust of empowerment as

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it relates to notions of participatory management and organization have different aims, empowering supporters
employee associations is addressed by Spreitzer, Kizilos, may not be beneficial (Bass &Riggio, 2006). For example,
and Nason (1997). Employee empowerment, from a Amundsen and Martinsen (2014), Sharma and Kirkman
managerial perspective, is a relational structure that outlines (2015), Sims Jr, Faraj, and Yun (2009), Str, Arnold, Arad,
how managers distribute information, authority, and Rhoades, and Drasgow (2000), and Sharma and Kirkman
resources to those who require them (Fernandez (2015) all demonstrated the idea of empowerment leadership
&Moldogaziev, 2015). as per the method of supremacy allocation, passing on self-
sufficiency and dedication to followers, accumulations
Process of empowerment in five stages: As soon as through specific leader activities aimed at personnel on the
dependents feel helpless, the need to empower them way to intensify internal enthusiasm while also building
becomes risky. Due to this, it is crucial to identify internal employment development.
organizational circumstances that replace knowledge of
dependency among dependents. When these situations are Excessive dependable leadership (Bowers & Seashore,
identified, empowering strategies and diplomacies can be 1966), job training, and employing techniques stumped in
employed to end them. conceptual theories like situational leadership theory
(Hersey, Blanchard, &Natemeyer, 1979), participative
However, changing external circumstances is not leadership theory (Locke &Schweiger, 1979), super
always feasible, and it might not be acceptable for leadership theory (Manz& Sims Jr., 1990), and
dependents to gain power without the methods and individualized leadership theory explain continuous
diplomacy that directly result in personal effectiveness expansion planned for the initiative regarding empowerment
evidence for them. Many of the elements endorsed by leadership.
Bandura and Gervone (1986) as how individuals learn about
their efficacy should be applied while creating By Conger &Kanungo (1988) and Thomas &Velthouse
empowerment strategies. This method states that (1990), employee empowerment is regarded as the "sharing
empowerment may be shown to grow in five stages, which of power" that is insufficient and must incorporate the
include the psychological context of empowerment motivating effect of empowerment on followers. According
understanding, its predicament context, and its behavioral to Tuckey et al. (2012), empowering leadership may result
implications. in higher psychological labor demands. They explain that
this is a result of the followers receiving more responsibility
Stage 1 identifies the five primary stages. The and training in critical thinking from the empowered
development of conditions within the organization that is pioneer. Additionally, they discovered that empowered
formally in charge of methods of dependant incapacity can leaders boosted activity resources for employees and that the
be found in the very early stages. Stage 2 results in combination of higher expectations and resources increased
managers using empowerment strategies. Stage 3 entails workers' dedication to their jobs.
putting these techniques to use to give subordinates
information about their self-efficacy, as well as to lessen Based on this, it is feasible that empowered leadership
some of the external causes of their inability. After hearing triggers a process that may convert stress into vigor and
such knowledge, subordinates become aware of their passion for the job (Tuckey et al., 2012). According to
empowerment in Stage 4, and then in Stage 5, they begin to Tuckey et al. (2012), the goal of empowering leadership is
perceive their empowerment in terms of their behavior. to develop employees' capacities for self-leading. They
claim this is accomplished by giving them the chance to
Superior politeness is a key component of empowering adjust to new things, which also helps them develop their
leadership, which has been defined in management skills and abilities and take on new responsibilities. In light
literature. Empowering leadership is still recognized as the of how academics perceive leadership in the workplace,
most effective way to give executive staff self-sufficiency empowering leadership is thus viewed as a distinctive
today (Lawler et al., 2001; Chamberlin et al., 2018). The leadership style that may be suitable for the academic
original opinion of consultants was that empowered environment.
leadership positively contributes to the inventiveness of the
workforce by fostering a sense of individuality among IX. TWO PRINCIPALS FOR EMPOWERING
employees (Chow, 2018). Workers who want to empower LEADERSHIP
leadership must share information as well as seek it out
(Bunderson& Sutcliffe, 2003; Mathieu et al., 2017). Giving A. Social Relationships as a Viewpoint
employees more autonomy is, in essence, what The managerial observers inspired by a collective
empowerment in leadership refers to (Bass &Riggio, 2006). affiliation or socio-structure lookout where a leader's
In addition, empowering pioneers encourage people to take empowering acts carry out significant effort are the subject
an interest in fundamental leadership (Tuckey et al., 2012), of the social connection perspective (Arnold et al., 2000;
assign tasks to others (Bass & Riggio, 2006), and encourage Conger &Kanungo, 1988; Manz& Sims Jr., 1990; Strauss,
coworkers to work together and autonomously without 1964). For this reason, scientists considered the leader's
being given specific instructions. clever acts, level of leadership empowerment, and
discrimination as extra-related leadership concepts.
According to Menon (2001), the achievement of According to Arnold et al. (2000), the five key components
organizational objectives is necessary for the effective of empowering leadership are "leading by example,"
empowerment of followers. Therefore, if employees and the

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"participative decision making," "coaching," "informing," 2013). Seibert et al. (2011) psychological empowerment
and "demonstrating individual concern." The scopes of meta-analysis identifies the study of psychological
empowering leadership, according to (Ahearne et al., 2005), empowerment as being related to the concept of
include "improving the meaningfulness of work," "fostering empowering leadership by emphasizing that: "More
participation in decision-making," "expressing confidence in hurriedly blend of leadership and psychological
high performance," and "providing autonomy from empowerment thoughts give the impression to be a
bureaucratic constraints." considerable growth justifying further study" (p. 998). In the
case of Seibert et al. (2011), the characteristics of a
Self-sufficiency and progression support are the two successful work strategy, perceptions of leadership, socio-
primary dimensions of empowered leadership that political sustainability, and top executive performances are
Amundsen and Martinsen (2015) discuss. Control is a all set against a background of psychological empowerment.
starting point that can reproduce social concepts, according
to the social exchange theory. As previously stated ascribed According to the psychological literature, dominance,
to the connected communal role along with the asymmetric and control are measures of the conditions that define a
arrangement of resources along with results against the person's inner motivation or expectation. For instance, a
backdrop of specific circumstances and collective person is well prepared to have the desire for control
associations (Magee et al., 2008). Through the prepared (McClelland, 1975). Numerous psychologists'
aforementioned clarification, it is suggested that to devotion has been influenced by power and control. These
accomplish goals in an orderly manner, one must both studies combine achievement, the primary and secondary
observe others and be independent of them. Supremacy is controls, as well as internal and external control. Employees'
constantly used as an instrument of control. influence needs will become apparent when it becomes clear
that they lack the self-assurance to grasp the emotional state
To accomplish their goals, those in positions of control of others or the state of their own relationships or life events.
can tell others how to support them. Additional declaration On the other hand, if the person senses that their level of
states that control is a skill that should not be exaggerated by power is exceedingly low, their ability requirements won't
others. An individual will always be dependent on those be satisfied. According to the viewpoint of this study,
with less power and will also always be somewhat in charge. control is linked to a claim in personal self-efficacy that
The ability of the individual to provide appreciated qualities defines internal individuality (Bandura, &Gervone, 1986).
to the company is the basis of the power. The
aforementioned person is knowledgeable about his position According to this approach, empowerment leadership
within the organizational structure, has concentrated skills, behavior is any managerial action or revolution that
and can access interesting facts and figures. According to increases an employee's intrinsic motivation by enhancing
the aforementioned point of view, empowerment is his or her autonomy or self-productivity (Ahearne, et al.,
primarily defined as a resource allocation strategy that can 2005; Conger, &Kanungo, 1988). The development of the
forgo the need for top authority. According to an evolution level of intrinsic motivation and the intended idea of
of management functions, including devolution, "psychological empowerment" are combined to provide
contribution, information allocation, and guiding, activities Thomas' reflection on the idea of empowerment (Thomas
of the empowered leadership can be categorized (Hakimi., et &Velthouse, 1990). Spreitzer described the four aspects of
al., 2010, McClelland., 1975). an employee's understanding of their work as denotation,
self-efficacy, self-government, and inspiration (Spreitzer,
B. Perspective on Psychological Motivation 1995).
According to Spreitzer (1995; Thomas &Velthouse,
1990), the psychological motivation perspective is an X. EMPOWERING LEADERSHIP AND RELATED
understanding of how motivational circumstances have LEADERSHIP THEORIES: A COMPARISON
complex meaning, aptitude, self-determination, and effects
that replicate employees' psychosomatic reactions in the way The idea of empowering leadership was founded on
that employees' assignments function. Leadership leader-oriented recognized wisdom, and it is inevitable to
empowerment and psychological empowerment are two evaluate empowering leadership using additional well-
distinct beginnings that are combined in a correspondingly known leadership concepts. However, the aforementioned
speculative and investigative effort that has individual as distinctive qualities of empowering leadership set it apart
well as group effects. from other leadership theories, which are predefined in
views linked to leader support.
According to Maynard, Gilson, and Mathieu (2012),  Path-Goal;
Seibert, Wang, and Courtright (2011), Zhang &Bartol  Shared leadership;
(2010), and others, empowering leadership is intended to be  Leader-Member Exchange (LMX);
a specific collection of leader behaviors that improve  Self-Leadership;
psychological empowerment and as a result, expand various  Ethical leadership;
mandatory job fallouts. As a backdrop for psychological  Transformational Leadership;
empowerment, closing to empower leadership most likely  Participative Leadership.
will work (for example, "individual-level psychological
empowerment": Amundsen &Martinsen, 2015; "group level
psychological empowerment": Lorinkova, Pearsall, & Sims,

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A. Path-Goal According to two distinct studies, vertical
The path-goal leadership theory is viewed as a empowerment and shared empowerment leadership were
background for associations between task- and person- conceptualized and empirically tested at the time by their
oriented administrator actions, as well as fanaticism and potential (Pearce & Sims Jr., 2002; Ensley et al., 2006).
supporter satisfaction, and a variety of front-line situations Additionally, from a level of analysis perspective, the
where such connotations will continue to be relevant concept of shared leadership is still misunderstood in
(House, 1971, 1996; House & Mitchell, 1974). Using a addition to being learned from cumulative levels of research
congregational-level investigation, House (1996) enhanced and measured as occurring on two levels (Carson, Tesluk,
the path aim hypothesis but did not provide any supporting &Marrone, 2007; Pearce & Sims Jr., 2002; Yammarino,
evidence for this idea. 2012).
B. Empowerment Leadership v/s Path Goal E. Leader-Member Exchange

Path goal theory has been reformulated (House, 1996), Leader-member exchange (LMX) is a clearly defined
and it discusses the idea of supporter empowerment as well authority of the leader-member association
as the challenges involved in achieving it through a variety (Gooty&Yammarino, 2016; Graen&Scandura, 1987;
of leader actions, such as path-goal instructive actions and Graen&Uhl-Bien, 1995; Liden, Erdogan, Wayne, &
success focused on leader actions (House, 1996; House & Sparrow, 2006). According to the role theory and social
Mitchell, 1974). However, a key concept of the path-goal exchange theory, LMX focuses on well-known relationships
theory is an exciting and directive-loaded reflection on the between leaders and members of the congregation as well as
actions of leaders that may provide supporters with the the total superiority of individual relationships, which ranges
necessary rigorous illuminations to ensure their work and from very low or no superiority to extraordinarily high
associated activities would synthesize with the achievement aptitude (Dansereau, Graen, &Haga, 1975;
of work impartial line and reach appropriate rewards Graen&Scandura, 1987; Graen&Uhlbien, 1995).
(House, 1996).
F. Empowering Leadership v/s Leader-Member Exchange
The compassion of empowerment leadership, which is Even though empowering leadership, LMX, and many
regarded as a specific leader action proposing toward other concepts have been the subject of several preliminary
intensifying supporters' inner enthusiasm over power research (e.g., Amundsen &Martinsen, 2014a; Hassan et al.,
distribution and providing additional self-sufficiency, is not 2013), specific descriptions of twin observation, LMX, and
the same as this meta-theory, which highlights various types empowerment leadership continue to be theoretically sound.
of leader behaviors, obvious variations of supporters, in Empowerment leadership is defined as effective leadership
addition to job circumstances along with to deal with behaviors related to delegating authority and responsibility
leadership skill. while boosting individual motivation in the course of daily
tasks. Previous research has shown that LMX differs from
C. Shared Leadership empowered leadership in practice (see Amundsen
Common leadership is a cooperative approach to &Martinsen, 2014a; Tekleab et al., 2008).
leadership that emphasizes both common and divergent
levels of confidence among followers (Yammarino, 2012). G. Self-Leadership
According to Pearce and Sims Jr. (2002), a conservative According to Manz and Sims Jr. (1980), self-leadership
perspective on leadership that advises leadership originates is a set of activities that a person engages in to plan and
as of determined leader of the squad, shared leadership via motivate his or her actions to gain an understanding of what
relating over vertical leadership is developed. The idea of motivates them and how to manage their internal state of
shared leadership emphasizes leadership that extends affairs and processes.
beyond team members or organizations, in contrast to a
recognized leader who has been nominated (Pearce & Sims H. Empowering Leadership v/s Self-Leadership
Jr., 2002). Even though leaders can be reallocated to more
important managerial tasks thanks to the same perceptions
D. Empowerment Leadership vs Shared Leadership of self-leadership and empowerment leadership (Markham
Although the historical concept of power sharing through & Markham, 1995), the impact of empowering leadership is
expected leadership is still a concept with two opposing still notably superior to self-leadership. Empowering
views, empowering leadership is defined as explicit leader leadership is defined as a leader's actions that are evaluated
actions intended for authority distribution and passing on about the development of supporters' perceived credibility
additional self-sufficiency as well as tasks to followers in and inevitableness about work, involvement, and autonomy.
organizations. The fundamental difference between shared Contrary to popular belief, self-leadership is a set of
and empowering leadership that is still present was applied essential behaviors that employees adopt to manage their
by Pearce & Sims Jr. in 2002 and Ensley, Hmieleski, & performance. As a result, empowerment leader acts may
Pearce in 2006. Their research suggests that shared serve as indirect self-leadership for followers. Through the
leadership is implied by several different forms of leader use of ongoing realities, (Yun et al. 2006) initialized leader
behavior and its associated component, vertical leadership. empowerment acts completely exaggerated followers' self-
leadership related to followers' duty for self-sufficiency.

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I. Ethical Leadership M. Participative Leadership
In general, ethical leadership focuses on a leader's According to Lam, Huang, and Chan (2015),
guidance about making the best decisions, exercising participatory leadership is the practice of a leader delegating
autonomy, dispersing goodness, and perfectly leading control over decision-making to followers but also involving
people through collaboration on ethics, ethical procedures, followers in group decision-making (Armenakis, Harris, and
and satisfying dependents' moral obligations. (Brown Mossholder, 1993). Normative models linked to the leader's
&Trevio, 2006; Den Hartog, 2015; Dionne et al., 2014; decision-making process were created through participatory
Hassan, Mahsud, Yukl, & Prussia, 2013; Palanski & leadership (Vroom &Yetton, 1973; Vroom &Jago, 2007).
Yammarino, 2009) Leaders embodying ethical principles To identify a leader's dual wide-ranging decision-making
fundamentally transform followers' legal obligation for styles, participative & and autocratic, in addition to all
ethical activities. reliable decisions of decision-making styles within
numerous conditions stranded on 11 decision investigative,
J. Empowering Leadership v/s Ethical the mainstream mainstream motivation at the back-hand
The aforementioned approach may be crucial for succession of the normative decision-making model was
empowerment leaders who are grounded in the proper used (Vroom & Yetten, 1973).
direction, but empowerment leadership isn't the same as the
concept of ethical leadership for the reason that an N. Leadership empowering v/s Participative
empowering leader's direction doesn't take into account the While empowering leadership also imitates a
right perception. Let's imagine that moral leaders might comprehensive thought and incorporates the idea of
impose moral principles and directives on various job tasks, supporters' participative level decision-making through a
but they might currently be in control of the bulk of the secondary component, the dual views of participative
decision-making by refusing to do so. leadership and empowering leadership both assert the
existence of self-motivated followers throughout the
K. Transformational Leadership evolution of decision-making (Ahearne et al., 2005; Arnold
Previously regarded as the main model of leadership et al., 2000). Furthermore, even under unsuitable
(Day &Antonakis, 2012), transformational leadership now circumstances for empowering leadership, participative
refers to acts taken by the leader on four different levels: leadership acts continue to be decisive characteristics.
idealistic collision, inspirational motivation, customized
concern, and intellectual stimulation. It is important to take Tekleab, Sims Jr., Yun, Tesluk, & Cox, 2008) support
into account what encourages supporters to allocate and the empowering leadership idea using extraordinary in
inquire about conception as well as work to support the addition to self-directed ideas (Amundsen &Martinsen,
organization (Bass, 2008; Bass &Steidlmeier, 1999; 2014a). According to wide-ranging serious anxiety (Banks,
Yammarino& Bass, 1990; Yukl, 2002). Gooty, Ross, Williams, & Harrington, 2018; Meuser et al.,
2016), issues related to concept expulsion in all aspects of
L. Empowerment leadership v/s Transformational leadership activities are on the rise. In addition, theory
leadership cropping or fortifying the "theoretical space" of a particular
In contrast to transformational leaders, empowerment leadership idea under consideration is convincing. The ideas
leaders must take steps to fully develop each follower's true presented in Table 1 below identify the theoretical focus of
individual potential among group members (Manz& Sims empowerment leadership as well as related theories of
Jr., 1987, 2001). Continuous experimental studies have leadership.
found strong correlations between transformational
leadership and empowerment leadership (e.g., Amundsen O. The efficiency of leadership empowerment
&Martinsen, 2014a). Furthermore, it might be better to be In a synthesis study, Robert Raub found that different
ourselves practically than to follow a well-planned levels of empowering leadership existed (Raub, 2010). The
reputation. study found that, as empowerment leadership and
psychological empowerment activities were seen,
Numerous research have experimentally supported the collaborative outcome factors expanded at various phases.
difference between transformational leadership and The study model combines responsibility focused on on-the-
empowerment leadership in line with this evolution (e.g., job behaviors with interactive relationships focused on
Amundsen &Martinsen, 2014a; Arnold et al., 2000; Pearce comprehending external job conduct as well as the
& Sims Jr., 2002). Similarly, through clear sub-dimensions motivational rank focused on encouraging exterior work
differentiation that create notions beyond transformational deeds.
leadership in addition to empowerment leadership, the main
message of empowerment leadership informs towards The study identified psychological empowerment as a
granting supporters self-sufficiency, as well as through significant central variable among the empowerment
supporters for decision making. These ratios continue to be leadership in addition to encouraging external job action,
inappropriate when compared to the dimensions that make and it recognized the likelihood that empowerment
up transformational leadership (Ahearne et al., 2005; Arnold leadership may have an impact on workers' interactive
et al., 2000). effects on tierce stages. To advance worker voice, Gao
concentrated on stimulating exterior job behavior, employee
voice behavior in the telecommunications industry, exposing
employee faith in managers, and empowering leadership

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behavior (Gao, Janssen, & Shi, 2011). Chen evaluated the be depleted by a hindrance stressor; in this weakened state,
mechanisms underlying the impact of empowerment they won't be able to keep an eye on their actions. According
leadership on team members and asserted that it to Robinson (2008), incivility is a type of interpersonal
overemphasized team affiliation and creative behavior deviant conduct that takes the shape of subtle transgressions
relative to psychological empowerment and emotional of social norms and acceptable communication styles, such
liability (Chen et al. 2011). as being unpleasant, uncourteous, or indifferent to other
people.
Table 1: Emphasis on theory among theories of empowering
leadership and related leadership theories Uncivilized behavior tends to be low intensity, making
it challenging for witnesses to comprehend the motivation
P. Type of Leadership behind such behavior. Since actors are not likely to be
Through congregational-level observation, Kirkman identified or penalized for their rudeness, it is a relatively
began investigative research relating to empowering safe aberrant conduct in this regard (O'Reilly, Robinson,
leadership (Kirman& Rosen, 1999). Four American firms Berdahl, &Banki, 2015). Employees "have less energy,
were used as samples, two of which remained huge motivation, and time to pay attention to politeness" when
corporations and the other two small. Consequences they are focused on stressful work situations, which leads to
indicated related empowering leadership based on gathering poor manners (Widrick et al., 2005).
level included four dimensions: power, meaningfulness,
autonomy, and influence; in addition, there was legal XII. WHY EMPOWERING A LEADER IN AN
responsibility on how to improve organizational ORGANIZATION IS IMPORTANT:
performance for decision-making using traditional PRACTICAL IMPLICATIONS
leadership.
Even for the most seasoned managers, managing
Empowerment leadership, in Humborstad's opinion, is effectively in a leadership position is no easy task.
still important for improving work performance According to research, 35% of Dutch managers believe their
(Humborstad et al., 2014). Wellins said that the empowered position inside the company is the most challenging, and
team was also practical, recognizing the need for ongoing another 23% believe that in the next years, their position
planning to increase work quality, ongoing work growth, will only get harder.
and the exploration of creative outcomes (Wellins et al.,
1991). Guzzo restrained the team with creative awareness Change is one of the difficult variables that impacts all
that they could improve the experience for both internal and different sorts of businesses both directly and indirectly. As
external customers (Guzzo et al., 1991). flatter organizational structures make work more efficient,
quick, and adaptable, many firms nowadays change to them.
Gorn measured worker’s work contentment must be As a result of their inability to keep up with these dynamic
progressive once work was supplementary expressive (Gorn, changes, hierarchical top-down structures, formerly thought
&Kanungo, 1980). Cordery initiated the empowered team to be effective, are no longer viable. Instead, the emphasis is
and had an innovative organizational liability level now on a future-oriented mindset, ongoing development,
associated with the traditional team in a similar corporation growth, and advancement. Because of this transformation,
(Cordery, Mueller, & Smith, 1991). Kirkman supposed that we must alter the way we manage our businesses, making
the upcoming study ought to emphasize containing change management an essential component of leadership.
individual and group-level combinations (Kirman, & Rosen,
1999). As a result, an evolution in leadership practices is
required to reflect the constant transition in organizational
XI. CONSEQUENCES OF EMPOWERING structures. A change in leadership is necessary in addition to
LEADERSHIP AND INVILITY the organizational change. We require empowered
leadership more than ever who can adapt, motivate, and
When employees focus more on empowering steer through the murky waters of organizational
leadership, which will result in more work content, greater transformation.
demands, and more duties, they are unable to predict the
future, which is beyond their control. Authorization may  Leadership is difficult, and great leaders should be able
also result in higher role pressure on employees because it is to:
challenging for people to take on the expectations and  Crafting the vision: A compelling vision that is in line
demands of other people's roles, which makes it harder for with the organization's mission and market dynamics
them to perform their social roles properly. must be developed by leaders. Effective communication
and making sure that everyone knows this goal are the
Empowering leadership may be seen as a kind of challenges.
hindrance stressor when required by the employees face  Decision-making:Decisions made by leaders often have
work such as role ambiguity, employees can't clearly broad repercussions. The seriousness of these decisions,
understand the expectations referred to, and the task, leaving whether about money or strategy, can be overpowering.
the individual unable to work through their efforts to  Managing diversity:Organizations are populated by
improve the sense of control, easy to fall into long-term people from a wide range of backgrounds and
anxiety or stress state of mind, and a negative impact, such dispositions. A true test of leadership is striking a
as the outcome of the work. Employees' self-resources may

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balance between meeting their needs and promoting a Similarly, future research should give empowerment
productive and positive work atmosphere. leadership measures more consideration when examining
 Leading change:Leaders frequently assist their teams their acceptability. Accordingly, previous research has
through change, which calls for the use of motivating clearly shown that the focus of the study examining
techniques, foresight, and resistance management. empowering leadership outcome variables is on the
 Staying current:Leaders must always learn and adapt to individual and collective levels. Therefore, plan on less
keep up with rapidly changing market trends and politeness for shareholders inside the industrial chain when
technology advancements. it comes to leadership stimulation and empowerment at the
 Being accountable:Leaders have increased stress organizational level. Western culture created the product
because they are responsible for the team's effectiveness. economy with strong freedom and ineffective control variety
 Developing others:Focusing on developing their team's in mind.
abilities, an empowering leader invests a lot of time and
energy into successful coaching and mentoring. The focus of the upcoming study will be on how
empowerment and leadership differ in various social
Leadership is fundamentally about finding your way contexts as part of a cross-cultural search. I intended to
through a maze of obligations, difficulties, and demands. It summarize the present literature on empowered leadership
impacts every area of business and is essential to any and also suggest two new lines of demand that would subtly
corporation. This position requires a diverse set of abilities, build on earlier research. Although the majority of studies
characteristics, and expertise due to its complexity and on empowerment leadership have emphasized positive
subtleties. Organizations must therefore prioritize leadership outcomes, I advise that future research focus on
empowerment by providing their leaders with the resources characteristics that may 1) predict empowerment leadership
and encouragement they require for success. and 2) describe the processes through which more negative
than just unintentional, negative effects of empowerment
XIII. CONCLUSION AND FUTURE WORK leadership may occur.
In light of the evaluation of the research literature on REFERENCES

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Empowered Leadership Influences Employee Motivation, Encourages Positive Behaviors, Lessens Emotional Exhaustion and Reduces The Likelihood of Turnover

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Empowered Leadership Influences Employee Motivation, Encourages Positive Behaviors, Lessens Emotional Exhaustion and Reduces The Likelihood of Turnover

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Volume 8, Issue 8, August 2023 International Journal of Innovative Science and Research Technology

Empowered Leadership Influences Employee

Abstract:- This article argues that through autonomous I. INTRODUCTION

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B. Empowerment Leadership v/s Path Goal E. Leader-Member Exchange

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In light of the evaluation of the research literature on REFERENCES

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