Muhammad Mustafa Raziq, Riyan Wazir, Mumtaz Ali Memon, John Lewis Rice, Muhammad Moazzam
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We also find a direct association between empowering leadership and the two organizational outcomes. However, we do not find evidence of the moderating role of leader authenticity in empowering leadership and trust in leader–leader relationship.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>This paper brings to light the significance of empowering leadership, especially for hospitality workers who often operate in stressful and deeply hierarchical organizational environments. Our study findings provide a pathway for how supervisors should follow an empowering form of leadership annculcate trust in employees for better organizational outcomes. The findings indicate significant theoretical and practical implications and offer recommendations for future research.</p><!--/ Abstract__block -->","PeriodicalId":47944,"journal":{"name":"International Journal of Productivity and Performance Management","volume":null,"pages":null},"PeriodicalIF":3.6000,"publicationDate":"2024-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Empowering leadership, employee organizational commitment and organizational citizenship behavior: the roles of leader authenticity and trust\",\"authors\":\"Muhammad Mustafa Raziq, Riyan Wazir, Mumtaz Ali Memon, John Lewis Rice, Muhammad Moazzam\",\"doi\":\"10.1108/ijppm-09-2023-0489\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>Drawing on the leader–member exchange (LMX) theory, we examine the role of empowering leadership in employee organizational commitment and the organizational citizenship behavior. Furthermore, we examine if these relationships are explained by factors such as follower trust in the leader and leader authenticity.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>We draw on survey data from 153 individuals serving the hospitality industry sector. The data are analyzed using structural equation modeling.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>Results show that trust in a leader positively mediates the relationship between empowering leadership and organizational citizenship behavior as well as organizational commitment. We also find a direct association between empowering leadership and the two organizational outcomes. 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Empowering leadership, employee organizational commitment and organizational citizenship behavior: the roles of leader authenticity and trust
Purpose
Drawing on the leader–member exchange (LMX) theory, we examine the role of empowering leadership in employee organizational commitment and the organizational citizenship behavior. Furthermore, we examine if these relationships are explained by factors such as follower trust in the leader and leader authenticity.
Design/methodology/approach
We draw on survey data from 153 individuals serving the hospitality industry sector. The data are analyzed using structural equation modeling.
Findings
Results show that trust in a leader positively mediates the relationship between empowering leadership and organizational citizenship behavior as well as organizational commitment. We also find a direct association between empowering leadership and the two organizational outcomes. However, we do not find evidence of the moderating role of leader authenticity in empowering leadership and trust in leader–leader relationship.
Originality/value
This paper brings to light the significance of empowering leadership, especially for hospitality workers who often operate in stressful and deeply hierarchical organizational environments. Our study findings provide a pathway for how supervisors should follow an empowering form of leadership annculcate trust in employees for better organizational outcomes. The findings indicate significant theoretical and practical implications and offer recommendations for future research.
期刊介绍:
■Organisational design and methods ■Performance management ■Performance measurement tools and techniques ■Process analysis, engineering and re-engineering ■Quality and business excellence management Articles can address these topics theoretically or empirically through either a descriptive or critical approach. The co-Editors support articles that significantly bring new knowledge to the area both for academics and practitioners. The material for publication in IJPPM should be written in a manner which makes it accessible to its entire wide-ranging readership. Submissions of highly technical or mathematically-oriented papers are discouraged.