Psychological Empowerment and Employee Behaviors: Employee Engagement As Mediator and Leader-Member Exchange as Moderator

Rizwana Kosar and Sayyed M. Mehdi Raza Naqvi
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Rizwana Kosar: Corvinus University of Budapest
Sayyed M. Mehdi Raza Naqvi: Capital University of Science and Technology Islamabad

Journal of International Business Research and Marketing, 2016, vol. 1, issue 6, 24-30

Abstract: The objective of this study is to determine the association between psychological empowerment and two behavioral outcomes of employee (i.e. organizational citizenship behavior and knowledge sharing behavior) by examining the mediating role of employee engagement and the moderating role of leader-member exchange. A survey was completed by employees working in different corporations and jobs. The data were collected by self- administered questionnaire and analyzed by using correlation and regression analysis. Results indicate that psychological empowerment positively influences organizational citizenship behavior and knowledge sharing behavior. In addition, employee engagement partially mediates the relationship between psychological empowerment and organizational citizenship behavior and fully mediates between psychological empowerment and knowledge sharing behavior. Psychological empowerment has a positive significant relationship with the employee engagement whereas leader-member exchange does not moderate the relationship between psychological empowerment and employee engagement. The implications of these findings are discussed.

Keywords: Employee Engagement; Knowledge Sharing Behavior; Leader-Member Exchange; Organizational Citizenship Behavior. (search for similar items in EconPapers)
JEL-codes: M00 (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:mgs:jibrme:v:1:y:2016:i:6:p:24-30

DOI: 10.18775/jibrm.1849-8558.2015.16.3004

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