The link between empowering leadership and employees’ perceptions of the effectiveness of blended working
Bibliographic Data
| ID | 21392261 |
|---|---|
| Authors | Burkhard Wörtler (0000-0002-9865-9086, Department of Psychology University of Groningen Groningen The Netherlands, corresponding author), Nico W Van Yperen (0000-0003-2116-8841, Department of Psychology University of Groningen Groningen The Netherlands), Dick P H Barelds (0000-0003-4332-3187, Department of Psychology University of Groningen Groningen The Netherlands) |
| Year | 2022 |
| Volume | 63 |
| Issue | 3 |
| Pages | 208-218 |
| Publication date | 2022-06-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Scandinavian Journal of Psychology (JOURNAL) |
| Journal identifiers | ISSN: 0036-5564 • E-ISSN: 1467-9450 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/sjop.12796 |
| PMID | 35112352 |
| OpenAlex | W4210298314 |
| Language | EN |
| Citations received | 3 |
| References cited | 65 |
Linked to technological and societal developments, including the COVID‐19 pandemic, employees are increasingly being given the opportunity to blend onsite and remote working including flexibility as to when and where they work. Despite the proliferation of such blended working, there is little empirical research on how leaders in organizations can contribute to facilitating its effectiveness. In the present study, we hypothesized that an empowering leadership style would be positively associated with employees' perceptions of the effectiveness of blended working. Additionally, grounded in Self‐Determination Theory, we hypothesized that the satisfaction of employees' work‐related psychological needs for autonomy and for competence would mediate this relation. Results of a field study ( N = 405 employees) using a two‐wave panel design supported a cross‐lagged effect of empowering leadership on employees' perceptions of the effectiveness of blended working. However, no evidence was found for the hypothesized mediated relations. Our findings could be of value to organizations as they indicate a specific leadership style that is likely to facilitate the effectiveness of blended working
Autonomy · Competence (human resources) · Flexibility (engineering) · Leadership style · Management · Perception · Political science · Public relations · Applied Psychology · Job Satisfaction and Organizational Behavior · Motivation and Self-Concept in Sports · Psychology · Social Psychology · Technostress in Professional Settings
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The link between empowering leadership and employees’ perceptions of the effectiveness of blended working
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| Unique citing works | 3 |
|---|---|
| Citations per year | 0,75 |
| Citation span | 2022 - 2026 (5) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 3 |