Social Capital

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LODJ 29,2

Using positivity, transformational leadership and empowerment to combat employee negativity

James B. Avey

College of Business and Economics, Central Washington University, Ellensburg, Washington, USA

110

Received February 2007 Revised June 2007 Accepted July 2007

Larry W. Hughes

College of Business and Technology, University of Nebraska at Kearney, Kearney, Nebraska, USA

Steven M. Norman

Mesa State College, Grand Junction, Colorado, USA, and

Kyle W. Luthans

College of Business and Technology, University of Nebraska at Kearney, Kearney, Nebraska, USA

Abstract

Purpose – The purpose of this study is to hypothesize and test a conceptual model linking concepts of leadership and positive organizational behavior to a reduction in employee negativity, with empowerment as an important mediator in the causal relationships. Design/methodology/approach – A heterogeneous sample of 341 working adults completed survey measures as two separate points in time. Confirmatory factor analysis was used to validate psychometric properties of instruments, and path analysis using structural equation modeling software was used to test hypotheses. Findings – As hypothesized, both transformational leadership (b ¼ 0.27) and positive psychological capital (hope, efficacy, resilience and optimism) (b ¼ 0.61) were significantly related to feelings of empowerment. Empowerment was significantly related to intentions to quit (b ¼ 2 0.38) but not employee cynicism. Empowerment also fully mediated the relationship between the independent variables and intentions to quit. Research limitations/implications – A convenience sampling method limited the generalizability of results. Causal and longitudinal research designs would extend findings discussed here. Implications for management are significant in terms of countering employee negativity using leadership...