The effect of empowering leadership practices on employees performance with the mediating role of work engagement: the case of ethio-telecom
AbstractThe main purpose of this study was to examine the effect of empowering leadership practices on employee performance, and the mediating role of work engagement, as emphasized at Ethio-Telecom. Drawing on social exchange theory and self-determination theory, this study reports the responses of...
| Main Authors: | , |
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| Format: | Article |
| Language: | English |
| Published: |
Taylor & Francis Group
2024-12-01
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| Series: | Cogent Business & Management |
| Subjects: | |
| Online Access: | https://www.tandfonline.com/doi/10.1080/23311975.2024.2307066 |
| _version_ | 1797334387721764864 |
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| author | Abel G. Medhn Desta Hailemichael Mulie |
| author_facet | Abel G. Medhn Desta Hailemichael Mulie |
| author_sort | Abel G. Medhn Desta |
| collection | DOAJ |
| description | AbstractThe main purpose of this study was to examine the effect of empowering leadership practices on employee performance, and the mediating role of work engagement, as emphasized at Ethio-Telecom. Drawing on social exchange theory and self-determination theory, this study reports the responses of 214 participants from Ethio-telecom sales representatives operating in Addis Ababa, Ethiopia. This thesis is structured around a quantitative research approach with a simple probability sampling technique. Structural equation modeling (SEM) with AMOS was used to test the hypothesized relations. The descriptive result showed that there is a lack of empowering leadership practices and that the work engagement level of employees is at its lowest level. Besides, the results of the hypothesized relationships revealed that empowering leadership practices have a significant positive effect on employee performance. It has also been found that empowering leadership has a significant positive effect on work engagement. Moreover, the results of the bias-corrected bootstrapping iteration showed that work engagement partially mediates the relationship between empowering leadership practices and employee performance. Finally, the practical and theoretical contributions, limitations, and future studies are discussed. |
| first_indexed | 2024-03-08T08:19:07Z |
| format | Article |
| id | doaj.art-278a9c51ab4e442ba5218decc21beecd |
| institution | Directory Open Access Journal |
| issn | 2331-1975 |
| language | English |
| last_indexed | 2024-03-08T08:19:07Z |
| publishDate | 2024-12-01 |
| publisher | Taylor & Francis Group |
| record_format | Article |
| series | Cogent Business & Management |
| spelling | doaj.art-278a9c51ab4e442ba5218decc21beecd2024-02-02T06:23:10ZengTaylor & Francis GroupCogent Business & Management2331-19752024-12-0111110.1080/23311975.2024.2307066The effect of empowering leadership practices on employees performance with the mediating role of work engagement: the case of ethio-telecomAbel G. Medhn Desta0Hailemichael Mulie1Business Leadership, Department of Management, Ethiopian Police University, Sendafa, EthiopiaManagement, Kotebe University of Education, Addis Ababa, EthiopiaAbstractThe main purpose of this study was to examine the effect of empowering leadership practices on employee performance, and the mediating role of work engagement, as emphasized at Ethio-Telecom. Drawing on social exchange theory and self-determination theory, this study reports the responses of 214 participants from Ethio-telecom sales representatives operating in Addis Ababa, Ethiopia. This thesis is structured around a quantitative research approach with a simple probability sampling technique. Structural equation modeling (SEM) with AMOS was used to test the hypothesized relations. The descriptive result showed that there is a lack of empowering leadership practices and that the work engagement level of employees is at its lowest level. Besides, the results of the hypothesized relationships revealed that empowering leadership practices have a significant positive effect on employee performance. It has also been found that empowering leadership has a significant positive effect on work engagement. Moreover, the results of the bias-corrected bootstrapping iteration showed that work engagement partially mediates the relationship between empowering leadership practices and employee performance. Finally, the practical and theoretical contributions, limitations, and future studies are discussed.https://www.tandfonline.com/doi/10.1080/23311975.2024.2307066Coordinatingdelegationemployee performanceempowering leadershipwork engagementPablo Ruiz, Universidad de Castilla-La Mancha, Spain |
| spellingShingle | Abel G. Medhn Desta Hailemichael Mulie The effect of empowering leadership practices on employees performance with the mediating role of work engagement: the case of ethio-telecom Cogent Business & Management Coordinating delegation employee performance empowering leadership work engagement Pablo Ruiz, Universidad de Castilla-La Mancha, Spain |
| title | The effect of empowering leadership practices on employees performance with the mediating role of work engagement: the case of ethio-telecom |
| title_full | The effect of empowering leadership practices on employees performance with the mediating role of work engagement: the case of ethio-telecom |
| title_fullStr | The effect of empowering leadership practices on employees performance with the mediating role of work engagement: the case of ethio-telecom |
| title_full_unstemmed | The effect of empowering leadership practices on employees performance with the mediating role of work engagement: the case of ethio-telecom |
| title_short | The effect of empowering leadership practices on employees performance with the mediating role of work engagement: the case of ethio-telecom |
| title_sort | effect of empowering leadership practices on employees performance with the mediating role of work engagement the case of ethio telecom |
| topic | Coordinating delegation employee performance empowering leadership work engagement Pablo Ruiz, Universidad de Castilla-La Mancha, Spain |
| url | https://www.tandfonline.com/doi/10.1080/23311975.2024.2307066 |
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