The Influence of Psychological Empowerment: Empowering Leadership - Dissertation Example

Introduction The concept of psychological empowerment is one that has the capa to influence employees and others within the work area. While there may be a strong influence on the ideologies of psychological empowerment, most work spaces don’t include the different motivational forces that help to empower individuals when they are in the work force. The private sector that offers empowerment is one that is known to vary by the employer and the expectations that are a part of the work area. However, it is also noted that the right psychological empowerment may help to establish creativity and employee retention within the work space. This research study will examine how effective psychological empowerment is within the private sector. The study will look specifically at the use of empowerment leadership and creativity training to alter the way in which many focus on working within the industry. There will be a focus that is related to the effectiveness of psychological empowerment with an understanding of the outcomes that are associated with having the right motivational factors within the work space. Seminal Work Jocelyn JJ. (1998). “Organizational Culture and Climate Correlates of Job Satisfaction.” Psychological Reports (82), 843-850. The resource used is a research paper and is based on an anonymous survey that was collected from over 8,000 employees in a qualitative study pertaining to the organizational culture and climate of private sectors. The research question was to examine the job satisfaction level that was a part of the organizational culture and to examine which associations were linked to job satisfaction. This was inclusive of empowerment, involvement and recognition. Each of the levels of job satisfaction was then linked to psychological theories which stated how the measures linked to psychological empowerment. The surveys went a step further than this with the examination of communication and goals that came from employers and which contributed to the level of job satisfaction that was associated with those who were in the work place. The theories combined literature of Burke, Schneider and Bowen, as well as other research samples that contributed to the ideologies of job satisfaction. The philosophical assumption that was a part of this theory was based on objectivist and positivist viewpoints. The association was that the correct relationships would be able to create higher levels of job satisfaction. The passages that pertain to the positivist viewpoint are inclusive of ideologies such as nurturing and creating strength with the relationships in the work space while building stronger links with those who are a part of the work area. These passages show that there is a direct understanding that psychological empowerment changes job satisfaction among employees, specifically through other theories a well as the current study. The internal and external validity of this comes from the past research referred to, such as Burke, which already supports this claim. This is combined with the ideologies which are placed from the beginning of the study that state that job satisfaction and empowerment directly affects satisfaction levels, organizational productivity and profitability. The strengths of the author are from the combination of theory and the survey taken as well as the large amount of data collection which was associated with the study. The results indicated that job satisfaction was linked to the psychological empowerment while moving into specific levels of communication, empowerment and other objectives which were most important in creating the empowerment. This helped to move the research ideologies of psychological empowerment forward with other studies by indicating the most relevant types of psychological links to job satisfaction within the private sector. Moore, Christopher, Dawn Robinson. (2006). “Selective Identity Preferences: Choosing from Among Alternative Occupational Identities.” Social Psychology of the Workplace (23). This study is a research paper combined with a theory paper. This is taken from the main argument, which combines information from leading theorists, including Burke and Duncan. This is combined with the observations which have led to the study, including relevant information about current events, such as the changing environment of the workplace after 9/11. The concept is to create an understanding of what it means to associate with identity in the workplace and how this changes the psychological relationship and motivational levels that are within the work area. The concept of occupational identity becomes inclusive of how the individual identifies them selves and what is related psychologically to this identity. The theories used with this study include symbolic interactionists, which is inclusive of creating cognitive meanings to the world. This is combined with identity theory in which individuals create a specific role according to the cognitive meaning that they create. The theory then moves into the ideas of Hewitt, which is based on adopting an identity based on the organizational environment and what has been established from the main corporation. The philosophical assumptions which relate to this are constructionist, specifically because it takes the theories of Hewitt to construct the new theories that are initiated with the study. The methodological approach that is used in the study is qualitative and is based on observing those that are in the workspace. There are a number of individuals observed and a correlation to other theories that help to create an understanding of identity and how this associates with the psychological links to identity and motivation. The validity comes from the observations of both the work areas and the observations from the theories that were established to show the link to psychological affiliations within the workspace. The author strengths that are a part of this come from the use of theories and ability to create a variety of observations. However, the limitations are based on not having factual evidence and only using the theories and observations to create the end assumptions of the study. The results led to individuals taking an occupational identity if there was a sense of motivation in the work area in which they needed to adopt to. However, without this adaptation, there was the inability to engage or become motivated to perform in a given manner. These results coincide with the ideas of identity from the theories and the application to changing identities that are common within the workplace. Aquino, K, SL Grover, M Bradfield. (1999). “The Effects of Negative Affectivity, Hierarchical Status, and Self – Determination on Workplace Victimization.” The Academy of Management Journal 42 (3), 260 – 272. The study was a research paper, specifically which was defined by the field survey that is used as an example for the study. The research question that is asked is whether coworkers are more or less likely to become victims of other coworkers and why this occurred. The belief was that the less empowered an employee was in the work area and the more in which hierarchical status was in the work area, the more that one was a victim to the aggressive behaviors that often victimize those in the work area. The theories which were used to show this began with the ideologies from victimology literature including Quinney’s ideology of the victim being associated with a perception or subjective viewpoint. Elias was also mentioned in terms of regulatory failures and structural forces inviting in the victimology that occurred. The philosophic assumption made was objectivist or positivist, specifically with the theories and foundation of the research being based on the belief that empowerment and victimology affected individuals within the workspace. The mention of aggressive workplace behaviors and the literature that supported the lack of empowerment this created developed the optimistic viewpoint from the research study conducted. The methodological approach was based on a qualitative study from a field survey which was conducted through observation. The target population included a random set of employees which worked for different corporations over a period of time. The internal validity was created by examining those under a hierarchical structure, which would lead to the victimization status. The external validity came from observations and conclusions which the researchers examined. The strengths which came from this study were based on the validity of psychological theories that were seen from observation in real life settings. This was combined with looking at both empowerment and the absence of psychological motivation and what occurred within the workplace. The limitations came from the study not examining other viewpoints and limiting the theories to the belief in victimization, as opposed to expanding this into other psychological implications and relationships to the external environment. However, the results match with the main purpose statement and show important relations to the ideas of victimization and empowerment in the workplace. Each of the seminal studies conducted have different viewpoints in relation to the main theories of what it means to be psychologically empowered in the work area. This is inclusive of organizational culture, victimization and the sense of identity. Each shows the several dimensions that relate to the idea of psychological empowerment while showing that various effects need to be considered with those in the work area to create a deeper understanding of the work culture and how this affects individuals. While each have a different perspective in examining what motivation and empowerment is, it can be noted that each contributes to the importance of creating a sense of empowerment for better satisfaction from employers. Recent Seminal Work Kyoo, Baek, Brian Joo, Ji Shum (2010). “Psychological Empowerment and Organizational Commitment: The Moderating Effect of Organizational Learning Culture.” Human Resource Development International 13 (4). This study is a research study that is based on examining a variety of theories. The research question is one which questions the influence of psychological empowerment and how this relates to the organizational culture and relationships which are established. The theories which are included in this study are based on ideas of high organizational culture, learning cultures, psychological empowerment and organizational commitment. The research uses a wide variety of theories and studies to show the main components of the culture and to establish the necessary sense of psychological empowerment within the work space. The philosophic assumption is objectivist / positivist, specifically with the understanding that psychological empowerment is directly linked to higher amounts of education and the development of an organizational culture. The passages which refer to this are based on showing how the concepts of empowerment relate to a variety of different aspects of the culture. The methodological approach that was used was qualitative, specifically with the basis being the research studies and examination of past theories. There was no target population and the sample consisted of looking at relevant studies that led to the understanding of education as the main factor for developing empowerment. The internal validity of the study was based on the ideologies of relationships and how this related to the organization. The external validity came from the other theories which also point to these assumptions and which have provided a strong basis for the research. The strengths of the author were based on the validation through other research and the ability to analyze and piece together a variety of theories to understand empowerment. However, there were also limitations in not having practical work or a field study to accompany this. The results were able to show validity and are a logical solution for developing empowerment within the work study, while allowing those within the work place to have a motivational factor in adding in education and training as a part of the work environment. Vecchio, Robert, Joseph Justin, Craig Pearce. (2010). “Empowering Leadership: An Examination of Mediating Mechanisms within a Hierarchical Structure.” The Leadership Quarterly 21 (3). The study was based on a research study that occurred with collecting data from a field survey. The purpose was based on defining whether there was a change in employee performance with a change in empowerment leadership that was used. The main theories used were based on empowerment and resistance that was associated with this. This was followed by concepts of dysfunctional resistance, mediation, performance and satisfaction levels that are a part of those who are working within a hierarchical structure. The philosophic assumption was objectivist / positivist, with the belief that empowerment and the hierarchical structure directly affected the performance of those working within the company. The passages which referred to this included the relations to mediated mechanisms and how these affected employee empowerment. The methodological approach that was used was a mixed method and was based on a target population of 179 high schools. Reponses were given based on a survey and was combined with observation of empowerment within the schools. This was combined with structural equation modeling to determine levels of empowerment or resistance and how this was affected with performance and satisfaction. The internal validity of the study was based on the theories used and the past approaches in determining empowerment within the work space. The external validity came from the field study and the relationships which connected back to each of the theories. The strengths of this came from the validity of both theories and the field work, specifically by using the mixed method and validating the different theories from past work. However, the use of high schools as a hierarchical structure limited the concept of empowerment and what this would mean in different environments, settings or cultures. Despite this, there was a strong understanding of the ideas of empowerment and the hierarchical structure, specifically which created the right response from the research question while showing how to use empowering leadership in a hierarchical structure. Littrell, RF. (2007). “Influences on Employee Preferences for Empowerment Practices by the Ideal Manager in China.” International Journal of Intercultural Relations 31 (1). The paper is based on research that was done over a larger period of time and is noted through the passages on empirical studies and the presentation of data that was associated with the study. The research question is based on the attitudes that are created from empowerment and what employee attitudes are toward techniques for empowerment, such as training and working with managers. The response was one which stated that there was a positive attitude toward supervisor – level employees while higher – level managers still had a positive influence but not as much. The theories used were based on an examination of hierarchical structures and how this led to a sense of empowerment as well as behavior sets that linked to this. The philosophical assumption was objectivist / positivist and was seen with the passages that were based on the assumption of employee empowerment taking place within the work area. The methodological approach was quantitative and came from gathering data from a longitudinal study within various work areas over an extended period of time. The target population was in the hotel industry in China and was divided by different provinces and hotels to understand any cultural differences that would change attitude. The internal validity came from the theoretical viewpoints about empowerment and how education and training linked to the concepts of empowered employees. The external validity was based on the understanding of leadership and how this created stronger influences and a sense of value within the work area. This was noted through the literature review and relevant ideologies based on employee attitudes stated throughout the study. The strength of the study came from the division of the data that was collected and the longer time that was used to collect the necessary data. The weakness was based on the belief that the empowerment and motivation was in the workplace with the assumptions that were conducted from the hierarchical structure and how this led to empowerment without accounting for employees that may have differing perspectives. The results, which stated that different levels of leadership also benefited with more empowerment, was significant and answered the main research question. More important, it challenges the attitudes of those in specific hierarchical structures and the way in which they may influence employees. Erxiu, Hou, Chen Shuwen. (2011). “Effects of Psychological Capital on Turnover Intension: Mediating Roles of Psychological Empowerment and Job Satisfaction.” Business Management and Electronic Information (13). The source that is used is a theory paper and is found with passages based on the concept of analysis of theories and frameworks which influence each of the theories. The purpose is to show the relationship that is established between psychological capital in the work space and the job satisfaction and organizational commitment that comes from this. The theories which are used are based on the understanding and analysis of psychological capital, relationships to turnover tension and ideologies which are based on job satisfaction and influence mechanisms within the workspace. The philosophical assumption that combines with this is based on the objectivist / positivist point of view and relates to the theoretical viewpoints that compare to create the overall analysis based on empowerment and psychological capital. The passages which relate to this are inclusive of the investigation of relationships that are noted with the psychological capital and turnover tension, all which are based on past theories and beliefs in the validity of the theories. The methodological approach used for the relationships is qualitative and is based on observation of the research used. The sample was taken from the past theories and known studies which had been conducted. The internal validity came from the theories and relationships that were associated with this while the external validity was based on recognition that there were some corporations that had slower turnover rates than others. Recognizing this as psychological capital came from the internal validation that connected to this main observation. The strengths of this particular study were based on the analysis that was created in terms of the theories and the definitions. The limitations came from the lack of fieldwork and the ability to look at other concepts of empowerment for different definitions with the theories which were analyzed. The results; however, answered the main question in defining the ideologies of psychological capital and how this affected the performance of employees. Rose, GC. (2007). “The Role of Principal Empowerment Within a Site – Based Management Environment Empirical Testing of a Structural Model.” Journal of Educational Change 8 (3). The paper used was a research paper and is noted through passages about empirical studies and results from field work and testing. The research question is one that examines the ideology of psychological empowerment and how this combines with both leadership and management within a specific setting. The theories used were inclusive of policies within given environments, psychological empowerment and transformational leadership that led to change and adaptation. The philosophical assumption was objectivist / positivist and was based on the belief that there was psychological empowerment that came from transformational leadership, specifically which was defined by understanding the values and policy development that was required to lead to empowerment. The methodological approach used was qualitative with a target population of administrators and leaders that used a system for a specific environment. The study was conducted through the model by observing the actions and reactions with the system and how this defined role clarity, access to resources and leadership levels that occurred with relationships to others. The internal validity came from the theories based on psychological empowerment and innovation and the external validity came from the use of the management system that was a part of the main system. The strengths within this came from the use of the system to look at and observe results for more accurate measures, as well as the theories which were used with this. The limitations came from the use of the specific environment for administrators, specifically which carries a specific form of transformational leadership and psychological empowerment. The research question was answered; however, the researcher found that empowerment and transformational leadership was not as effective or strong as expected within the environment. Fernandez, Sergio. (2008). “Examining the Effects of Leadership Behavior on Employee Perceptions of Performance and Job Satisfaction.” Public Performance and Management Review 32 (2). The source is a research paper and is noted with the terms of studies and measures that were taken for the final task. The research question stated that task oriented and relations oriented behaviors were based on the leadership skills within a given environment and the empowerment which this had for the students. The theories used were based on understanding leadership behavior, the combinations with empowerment and how this related to human capital within a work environment. The philosophical assumption was objectivist / positivist and was noted by the references used and the combined theories. The methodological approach was qualitative and was seen from the observations of the study. The target population was students that were working specific jobs and took place over a series of years and with different jobs to note differences among students and the environment. The internal validity came from the theories about job performance and the external validity came from observations of students and whether there was a sense of empowerment with the jobs which they were working. The strengths of the paper were based on combining the theories with the field data, while the limitations came from the decision to use students working at specific jobs to show behaviors. This may have differed with a different group. However, the research showed that there was a difference in the levels of leadership and empowerment that combined with the behaviors of students. Moriano, Juan, F Molero, G Topa, L Manglin. (2011). “The Influence of Transformational Leadership and Organizational Identification on Intrapreneurship.” International Entrepreneurship and Management Journal 10 (9). The study was a research paper and is noted from the analysis of data and the models which were used with the study. The research question was how behaviors changed within the workforce based on the way in which organizational identification influenced individuals and whether this created a sense of empowerment. The theories which linked to this study included transformational leadership, intrapreneurial behavior and the concept of organizational culture. The philosophical assumption is objectivist / positivist from the theories used and the understanding of both organizational identity and leadership skills that are assumed in the study. The methodological approach used was qualitative and was inclusive of 186 employees that were observed. These were divided into Partial Least Squares to define different observations of the responses to leadership. The internal validity came from the understanding of leadership values and organizational behavior while the external value came from the employee interactions and reactions to the environment. The author identified strengths were inclusive of the combination of the research with the theories. The limitations were based on the structure of employees that may have limited responses. However, the study was proven with organizational identification and leadership having a direct influence on employee responses and empowerment, with implications of defining how the organizational identity can empower an individual within an organization. Each of the studies which were conducted created an understanding of how to empower individuals within the workforce and what this meant. In some studies, there was a link to education while others created a specific relationship to the ideologies of transformational leadership and how this affected behaviors and attitudes within the organization. The studies all used a similar basis in terms of organizational environment and the identity which was created from this. The theories which followed then varied with the leadership values and the way in which this affected the behaviors of employees. All of the research studies noted that employee empowerment had a direct affect of the organization and the responses and behaviors that were associated with employees. Comparison of Seminal Resources The resources which were used all had grounding in the theories of empowerment with implications that were based on the management and development within a company. The seminal resources used first created and established more ideas in terms of psychological relationships to the work area and how this affected employees. The challenges came from ways to develop the personal relationship and the psychological empowerment in the work force. The newer studies expanded on this with the understanding that empowerment was a factor. This was furthered with detailed ways to create new levels of empowerment and to change job satisfaction. The standards upheld with the later theories were inclusive of transformational leadership, organizational culture and psychological empowerment as a main factor with changes in the research question based on how these influenced employees. Personal Reflection The resources which were a part of the study created a deeper understanding of what empowerment and psychological development within the workforce meant. The theories and understanding were easily developed with the ability to create a set of terms and definitions which were used and related to the empowerment within the work force. This particular concept was one which was furthered with the understanding of organizational values. The strength with each of the research papers was then based on the understanding of the environment and the development of organizations for better employment alternatives and factors that linked to better retention of consumers. While there were several strengths with the theories of the psychological empowerment, all of the studies linked to others with only details that were changed in each. All incorporated one or two different theories while using the basis of psychological empowerment and organizational culture to conduct the research. This limitation didn’t allow for as much investigation or changes between each of the theories. The later theories continued with this by creating the link with transformational leadership as a main ideology with psychological empowerment. This created a limitation in being able to explore other perspectives or angles which would apply to the ideas of psychological empowerment. Conclusion The concept of psychological empowerment within the private sector is one which continues to be investigated in terms of relevance and techniques which can best be used for employees. Investigations of leadership, training, education, creativity and other concepts continue to relate to the organizational culture and environment. The main concept is how one can link to these in terms of becoming empowered and working within an organization that offers the same empowerment to employees. This development is one that then creates a different set of meanings and theories of how psychological empowerment links directly to the dynamics that are set within a work environment. Read More