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      Leader–Member Exchange, Work Engagement, and Psychological Withdrawal Behavior: The Mediating Role of Psychological Empowerment

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          Abstract

          Perceptions of psychological empowerment play a vital role in the way an individual perceives things at the workplace. In spite of this, there is scant research on the antecedents and consequences of psychological empowerment. This study is an attempt to fill this gap by analyzing the mediating role of psychological empowerment on the relationship between its antecedents (leader–member exchange) and its consequences (work engagement and psychological withdrawal behavior). Data were collected from 454 employees working in the Research and Development (R&D) departments of the information technology (IT) and pharmaceutical sectors operating in India. Results suggest that employees who have a high-quality relationship with their leader have high psychological empowerment, they are highly engaged at work, and their psychological withdrawal behavior is also low. In addition to this, high levels of psychological empowerment have a positive impact on their engagement toward work, which further leads to a low psychological withdrawal behavior. The theoretical and practical implications of these results are discussed.

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          Most cited references157

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          Transformational and transactional leadership: a meta-analytic test of their relative validity.

          This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance. (c) 2004 APA, all rights reserved
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            WORK ENGAGEMENT: A QUANTITATIVE REVIEW AND TEST OF ITS RELATIONS WITH TASK AND CONTEXTUAL PERFORMANCE

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              A Meta-Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium

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                Author and article information

                Contributors
                Journal
                Front Psychol
                Front Psychol
                Front. Psychol.
                Frontiers in Psychology
                Frontiers Media S.A.
                1664-1078
                31 March 2020
                2020
                : 11
                : 423
                Affiliations
                Chitkara Business School, Chitkara University , Punjab, India
                Author notes

                Edited by: Aharon Tziner, Netanya Academic College, Israel

                Reviewed by: Carmen Buzea, Transilvania University of Braşov, Romania; Amos Drory, Peres Academic Center, Israel

                *Correspondence: Arun Aggarwal, arunaggarwal.mba@ 123456gmail.com

                This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology

                Article
                10.3389/fpsyg.2020.00423
                7136488
                ca421e9a-ef4d-4e65-8b67-ec0e1ce917ed
                Copyright © 2020 Aggarwal, Chand, Jhamb and Mittal.

                This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

                History
                : 19 November 2019
                : 24 February 2020
                Page count
                Figures: 1, Tables: 5, Equations: 0, References: 203, Pages: 17, Words: 0
                Categories
                Psychology
                Original Research

                Clinical Psychology & Psychiatry
                leader–member exchange,psychological empowerment,work engagement,psychological withdrawal behavior,structural equation modeling,research and development

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