Enter your details:
Name:
E-mail:
 
Thank you for subscribing.
Subscribe to our newsletter!


Lefkothea Tsevaridou1, Ourania Matsouka1

1Democritus University of Thrace, Department of Physical Education and Sport Science, Komotini, Greece

The Impact of Leadership Styles on Employees’ Psychological Empowerment, in Greek Sport Departments

Sport Mont 2019, 17(3), 73-78 | DOI: 10.26773/smj.191001

Abstract

Effective leadership is a matter of constant concern as a sequence of factors hampers employees’ capabilities and their progress, team spirit, the establishment of collaboration, a common vision for the future, policymaking and finally, the configuration of a healthy workplace environment. The present research aimed to examine the effects/correlations of transformational, transactional, and laissez-faire leadership styles on employees psychological empowerment in the context of local Greek municipalities. The sample of the research constituted 29 managers and 247 employees of local Greek municipalities, of Eastern Macedonia and Thrace, of Western Macedonia and of Central Macedonia. To investigate the specific concern, the managers completed the multifactor leadership questionnaire of Bass and Avolio (1997), and the employees completed the psychological empowerment instrument of Spreitzer (1995). For the statistical data analysis, SPSS 20 was used. More specifically, regression analysis was used for the variables that satisfied the affair of regularity, while for those variables that were not satisfactory, non-parametric Spearman’s rank correlation coefficient was used. The non-parametric Spearman’s rank correlation coefficient shows that self-determination, as a dimension of psychological empowerment, had a strong positive correlation with idealized influence attributes (IIA) (r=0.492; p=0.007), and strong negative correlation with idealized influence behaviour (IIB) (r=-0.421; p=0.023) of the transformational leadership style. In contrast, neither the transactional style nor the laissez-faire style had strong effects with any dimension of psychological empowerment. Implications and directions for future research are discussed.

Keywords

sport managers, fitness instructors leadership, empowerment



View full article
(PDF – 586KB)

References

Al Zahrani, A., Ahmad, M., Zami, Al., Ahmad, Y.M., Oraiqat, Ah., & Alsalhi, N. (2012). The impact of antecedents supporting organizational innovation on employees’ psychological empowerment: An empirical study of Saudi and Jordanian industrial corporations. African Journal of Business Management, 6(24), 7329-7343.

Antonakis, J., Avolio, B.J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor full-range leadership theory using the multifactor leadership questionnaire. The Leadership Quarterly, 14(3), 261-295.

Avolio, B.J. (1999). Full leadership development. Thousand Oaks, CA:Sage.

Avolio, B.J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25(8), 951–968.

Bass, B.M. (1999). Two Decades of Research and Development in Transformational Leadership. European Journal of Work and Organizational Psychology, 8(1), 9–32.

Bass, B.M. (1994). Transformational leadership and team and organizational decision making. Sage Thousand Oaks. CA.

Bass, B.M., & Avolio, B.J. (2000). MLQ Multifactor Leadership Questionnaire Technical Report. Redwood City, CA: Mindgarden.

Bass, B.M., & Avolio, B.J. (1997). Full range leadership development: Manual for the multifactor leadership questionnaire. CA, Mind Garden.

Bass, B.M., & Avolio, B.J. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications.

Bass, B.M., & Riggio, R. (2006). Transformational leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum.

Bass, B.M., Avolio, B.J., Jung, D.I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88, 207-218.

Dai, T., Dai, Y., Wen, K., & Chu A. (2013). Transformational vs transactional leadership: which is better? A study on employees of international tourist hotels in Taipei City. International Journal of Contemporary Hospitality Management, 25(5), 760-778.

Ibrahim, N., Ismail, A., Mohamed, N., Salim, S., & Yusuf, M. (2015). Effect of psychological empowerment and transformational leadership on organizational commitment. Makara Hubs-Asia, 19(2), 75-86.

Judge, T.A., & Piccolo, R.F. (2004). Transformational and transactional leadership. A meta- analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755-768.

Kurnaz, M., & Arslan, A. (2011). Praxeological analysis of the teaching conditions of the energy concept. Cypriot Journal of Educational Sciences, 5(4), 233-242.

Lee, Y., Kim, S.H., & Joon-Ho, K. (2013). Coach Leadership Effect on Elite Handball Players’ Psychological Empowerment and Organizational Citizenship Behavior. International journal of Sports Science & Coaching, 8(2), 327-342.

Luthans, F., & Avolio, B. (2003). Authentic leadership: a positive development approach. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship (241–258). San Francisco: CA: Berrett-Koehler.

Menon, S.T. (2001). Employee empowerment: an integrative psychological approach. Applied Psychology: An International Review, 50(1), 153-180.

Özaralli, N. (2003). Effects of Transformational Leadership on Empowerment and Team Effectiveness. Leadership & Organization Development Journal, 24(5/6), 335–345.

Rafferty, A.E., & Griffin, M.A. (2004). Dimensions of transformational leadership: Conceptual and empirical extensions. The Leadership Quarterly, 15(3), 329-354. https://doi.org/10.1016/j.leaqua.2004.02.009.

Razali, N.M., Wah, Y.B., & Sciences, M. (2011). Power comparisons of Shapiro-Wilk, Kolmogorov-Smirnov, Lilliefors and Anderson-Darling tests. Journal of Statistical Modeling and Anlytics, 2(1), 21–33.

Seibert, S.E., Wang, G., & Courthright, S.H. (2011). Antecedents and Consequences of Psychological and Team Empowerment in Organizations: A Meta-Analytic Review. Journal of Applied Psychology, 96(5), 981-1003.

Sosik, J.J., & Jung, D.I. (2010). Full range leadership development: Pathways for people, profit and planet. New York, NY: Routledge.

Spector, P.E. (1986). Perceived control by employees: a meta-analysis of studies concerning autonomy and participation at work. Human Relations, 39(11), 1005-1116.

Spreitzer, G.M. (1995). Psychological empowerment in the workplace: dimensions, measurement and validation. The Academy of Management Review, 38(5), 1442-1465.

Spreitzer, G.M. (1995a). Psychological Empowerment in the Workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465.

Spreitzer, G.M. (1995b). An Empirical Test of a Comprehensive Model of Intrapersonal Empowerment in the Workplace. American Journal of Community Psychology, 23(5), 601–629.

Thomas, K.W., & Velthouse, B.A. (1990). Cognitive Elements of Empowerment. An interpretive model of Intrinsic Task Motivation. The Academy of Management Review, 15(4), 666-681.

Villiers, R.D. (2014). Book essay on “the dark side of transformational leadership: A critical perspective”. Journal of Business Research, 67(12), 2512–2514.

Walumbwa, F.O., Avolio, B.J., Luthans, F., May, D.R., & Gardner, W.L. (2004). Unlocking the mask: Understanding the multiple influence of authentic leadership. Institute Authentic Leadership Conference. University of Nebraska: Gallup Leadership, Omaha, NE.