Abstract:
In
today's complex and fast-paced workplaces, employee engagement is
indispensable to an organisation's overall success, as it has a direct impact on
organisational outcomes. Leader Empowering Behavior is a well-known leadership
strategy for increasing employee engagement. Even with its proven advantages, little
is known about the psychological empowerment by which empowered leadership
raises engagement, especially in multicultural and quickly changing work
environments. The impact of LEB and employee engagement is examined in this
study via the mediation of psychological empowerment. Through the lens of social
exchange theory, mediating effect of psychological empowerment on the impact of
leader empowering behaviour on employee engagement was tested. Using
sophisticated structural equation modeling through Smart PLS 4.0 and data from 297
employees in the apparel industry, results demonstrate that LEB significantly affects
engagement directly and indirectly through increased psychological empowerment.
In actuality, managers who foster cultures of independence and meaningful
involvement provide their staff members a psychological boost that increases their
level of engagement. These findings highlight the importance of leadership
philosophies that go beyond conventional command and control structures by
encouraging self-motivation and improving working conditions. By recognising
psychological empowerment as a crucial mechanism connecting leadership
behaviours to employee outcomes, the study adds to the body of knowledge on
leadership and provides organisations looking to cultivate leaders who can effectively
empower their people with useful advice. To improve theory and practice, future
studies should look at these interactions over time and in a variety of cultural
situations.
