Linking Empowering Leadership with HR employees’ Happiness at Work: The Role of Self-Concordance and Optimism

Abstract

This study aims to develop and test a parallel mediation model based on intrinsic motivation and psychological capital theory, which includes empowering leadership as an independent variable and subordinates’ happiness at work as a dependent variable. The conceptual framework also includes two simultaneous linking variables, i.e., self-concordance and optimism. To test the hypotheses of the parallel mediation model, data were collected from 325 HR managers through convenience sampling. Confirmatory factor analysis was conducted to evaluate the reliability and validity of the constructs and assess the model's fit indices. Finally, model 4 of the process macro was used to test the parallel mediation. The study's key findings are as follows. First, the direct relationship between empowering leadership and happiness at work is not significant. Second, both parallel mediators independently and simultaneously mediate the relationship between empowering leadership and subordinates’ happiness at work. Third, optimism is more important than self-concordance in linking variables to the relationship between empowering leadership and subordinates' work happiness. Empowering leadership as a unidimensional construct, a cross-sectional research design, and self-reported measures are the major limitations of the study. Human resource managers can utilize the findings of this study to promote happiness at work by identifying and training leaders to exhibit empowering behaviour in the workplace. Originality/value: This study contributes to the literature on leadership, personality, and positive psychology by elucidating the understudied relationship between empowering leadership and work happiness.