Empowerment climate, psychological empowerment climate and employee’s psychological empowerment

Abstract

Abstract: An Empirical study of 52 tourism enterprises is conducted to investigate the impact of organizational level variables (organizational supportive leadership climate, empowerment climate, service behavior evaluation climate), departmental level variables (departmental supportive leadership climate and psychological empowerment climate), employee level variables (employee's role overload, role conflict and role ambiguity) on employee's psychological empowerment. The results of HLM analysis indicate that both organizational and departmental level variables have positive effects on employee's psychological empowerment, and the employee's role ambiguity has negative effect on the employee's psychological empowerment. In addition, the organizational empowerment climate has indirect effects on the employee's psychological empowerment through the departmental psychological empowerment climate, and regulates the relationship between departmental supportive leadership climate and employee's psychological empowerment. The organizational supportive leadership climate may regulate the relationship between employee's role overload and their psychological empowerment, and the departmental supportive leadership climate may regulate the relationship between employee's role conflict and their psychological empowerment.

Key words: supportive leadership climate, empowerment climate, psychological empowerment climate, employee’s psychological empowerment, employee’s role stress, hierarchical linear modeling (HLM)

CLC Number:

F272.92

Lin Meizhen. Empowerment climate, psychological empowerment climate and employee’s psychological empowerment[J]. Science Research Management, 2013, 34(9): 105-113.

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