Empowering Leadership and Employee Motivation: Implications on the Subordinates’ Autonomous Work Motivation and Their Proactivity






Empowering Leadership and Employee Motivation: Implications on the Subordinates’ Autonomous Work Motivation and Their Proactivity



















Empowering Leadership and Employee Motivation: Implications on the Subordinates’ Autonomous Work Motivation and Their Proactivity

In the current workplace context, aspects of employee motivation and empowering leadership have received an in-depth analysis. Changes in the needs of task forces and stakeholder preferences account for this trend. In a study by Zhang, and Gheibi (2015), it was affirmed that the relationship between subordinates and supervisors shapes the attitudes and behaviours of the former, besides the subsequent organizational, group, and individual outcomes. Specifically, the study indicated that empowering leadership is a critical practice whose primary focus lies in highlighting the criticality of the work, removing bureaucratic constraints, conveying confidence towards high performance, and offering an opportunity to participate in decision-making. Indeed, the study was significant because it demonstrated the existence of a positive correlation between empowering leadership and improved motivation among the subordinates. However, the observations faltered in such a way that they did not explore the extent to which empowering leadership influences intrinsic motivation and identified regulation.

In a similar study, Ertürk and Vurgun (2015) asserted that empowered employees exhibit the capacity to execute and organize respective courses of action towards the achievement of individual, group, and organizational goals. The contributory nature of this observation is that highly empowered employees are associated with high commitment to their activities, investing more effort and time towards optimal performance. However, the manner in which training and development processes could be shaped to suit the subordinates’ needs remains dire. As such, the current study is well placed to address this gap.

Previous documentation suggests that empowering leadership fosters motivation through enhanced work engagement (Dobre, 2013). The implication is that a positivecorrelation exists between empowering leadership and task force motivation, with the subordinate group on focus. However, the affirmation overemphasizes the aspect of extrinsic motivation that arises from empowering leadership, failing to account for some of the forces that could shape intrinsic motivation among the subordinates. This study seeks to unearth the correlation by examining empowering leadership as a predictor of intrinsic motivation.

Other studies suggest that motivation results from inspiring leadership, interesting work, and positive characters in the workplace (Esmaeili, 2015; Liu, 2015). Indeed, the documentation is important because it sensitizes senior leaders and other managers about the role of inspiration in motivating their subordinates. Similar studies affirm that the trickle down effect of employee motivation, which results from empowering leadership practices, entails higher performance (Ghahremani&Hasanzadeh, 2015). The scholarly contributions are crucial because they give insight into the respective roles expected of senior leaders and other managers in driving effective change. However, the studies should be criticized in such a way that they do not explain the manner in which empowering leadership could be achieved in situations marred by resource limitations. As such, this study is important because it strives to document possible strategies that could be adopted to foster empowering leadership − while seeking to achieve employee motivation among the subordinate groups.

Regarding the impact of empowering leadership on the task forces’ autonomous motivation, empowerment has been associated with positive influences on the subordinates’ perception of the reputation of the organization (Tuckey, Dollard & Bakker, 2012; Ghahremani&Hasanzadeh, 2015). In turn, the perception improves the subordinates’ level of motivation towards task completion and role performance in their respective departments. However, the study failed to account for the extent to which more empowered and motivated employees (in terms of control and competence) are likely to exhibit more favourable evaluations of the workplace. This study seeks to address the dilemma by measuring the participants’ proactivity at the individual, group, and organizational level.

In summary, this study will take a stride with the intention of contributing to both practice and theory. Given the nature of the ever-stiffening marketplace, the need for senior leaders to design strategies that motivate the subordinate groups is inevitable. Thus, organizations that seek to attain a competitive advantage and strategic position are expected to foster an empowering form of leadership. Therefore, it is important to understand the relationship between empowering leadership and employee motivation because of the capacity of the perceived outcomes to align processes of vision articulation and mission implementation to the individual, group, and organizational goals.

















Dobre, O. (2013). Employee motivation and organizational performance.Review of Applied Socio-Economic Research, 5, 53-60. Retrieved on June 23, 2016 from ftp://ftp.repec.org/opt/ReDIF/RePEc/rse/wpaper/R5_5_DobreOvidiuIliuta_p53_60.pdf

Ertürk, A., &Vurgun, L. (2015). Retention of IT professionals: Examining the influence of empowerment, social exchange, and trust. Journal of Business Research, 68, 34-46. Retrieved on June 23, 2016 from http://isiarticles.com/bundles/Article/pre/pdf/41372.pdf

Esmaeili, N. (2015). Strategic management and its application in modern organizations.International Journal of Organizational Leadership, 4, 118-126. Retrieved on June 23, 2016 from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwi7o_Gs9rvNAhVIExoKHSVsBlMQFgghMAA&url=http%3A%2F%2Faimijournal.com%2FPages%2FDownloadHandler.ashx%3FDownloadObject%3DArticle%26Id%3D2944bbee-dcab-407f-8d6f-1e6aa43f8547&usg=AFQjCNFzgW4og7juBfSOD562PmZGYtZc7Q&sig2=Z7N9EHcHAPaDKbM21lSsCg&bvm=bv.124817099,bs.1,d.d24

Ghahremani, G. M., &Hasanzadeh, M. (2015).Describing model of empowering managers by applying structural equation modeling: A case study of universities in Ardabil.International Journal of Organizational Leadership, 4, 127-143. Retrieved on June 23, 2016 from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwj6z9LT9rvNAhWIlxoKHQWkDKwQFggcMAA&url=http%3A%2F%2Faimijournal.com%2FPages%2FDownloadHandler.ashx%3FDownloadObject%3DArticle%26Id%3Defff19ef-b3c6-4628-9859-61f905ce464a&usg=AFQjCNFepbQ8QXXVdyfBXfqstEmEUnRURA&sig2=ClO9QfC2QC_wYw6Q4lCLFw&bvm=bv.124817099,bs.1,d.d24

Ghahremani, G. M., &Hasanzadeh, M. (2015).The relative importance of organizational conditions in empowering managers.International Journal of Organizational Leadership, 4, 225-237. Retrieved on June 23, 2016 from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwiumeLx9rvNAhWE2hoKHZP0DgcQFgghMAA&url=http%3A%2F%2Faimijournal.com%2FPages%2FDownloadHandler.ashx%3FDownloadObject%3DArticle%26Id%3D5d6e0255-3be4-4d8b-8b0c-9cb9a2e2da77&usg=AFQjCNEcXEa6Hja_gd_UgboMDkXcvmUWSA&sig2=rMK2saxjlamPxe84KENh3A&bvm=bv.124817099,bs.1,d.d24

Liu, Y. (2015). The Review of Empowerment Leadership. Open Journal of Business and Management, 3, 476-482. Retrieved on June 23, 2016 from http://file.scirp.org/pdf/OJBM_2015102914141026.pdf

Tuckey, M. R., Dollard, M. F. & Bakker, A. B. (2012). Empowering Leaders Optimize Working Conditions for Engagement: A Multilevel Study. Journal of Occupational Health Psychology, 17, 15-27. Retrieved on June 23, 2016 from http://www.beanmanaged.com/doc/pdf/arnoldbakker/articles/articles_arnold_bakker_266.pdf

Zhang, P. &Gheibi, S. (2015). The Impact of Empowering Leadership on Work Performance and Work Family Conflict: The Role of Gender. European Scientific Journal, 11(11), 367-379. Retrieved on June 23, 2016 from http://eujournal.org/index.php/esj/article/view/5526/5332

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