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...995). Empirical support has begun to accumulate regarding the relationship of employee empowerment to important work-related outcomes (Liden, Wayne, & Sparrowe, 2000; Sparrowe, 1994; Spreitzer, 1995; =-=Spreitzer, Kizilos, & Nason, 1997-=-). Sustained scholarly attention will be necessary if this management fashion is to be transformed into a scientifically informed learning process capable of producing effective management techniques ...

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...b satisfaction and productivity, scholars have taken particular interest in participatory management and empowerment (Drucker, 1954, 1974; Kim, 2002; Likert, 1967; Ouchi, 1981; Pascale & Athos, 1981; =-=Spreitzer, Kizilos, & Nason, 1997-=-). Participation is a process in which influence is shared among individuals who are not generally considered to have equal status (Locke & Schweiger, 1979; Wagner, 1994). Participatory management pra...

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...tentions to quit. We hypothesize that these relationships are mediated by empowerment. Theoretical foundation Previous theory-building and research supports the relationships hypothesized in our proposed model. For example, Dvir et al. (2002) found evidence that transformational leadership led to empowerment and to subsequent engagement in the task, self-efficacy, and independent thinking and approach. Avolio et al. (2004) also found that transformational leadership led to empowerment and commitment. Empowerment has been found to be related to effectiveness, less strain, and job satisfaction (Spreitzer et al., 1997), less anger and frustration on the job (Judge and Ilies, 2004), and organizational attachment (Spreitzer and Mishra, 2002). Most recently, the emerging work in positive organizational behavior (see Luthans, 2002; Luthans and Youssef, 2007; Luthans et al., 2007a) has revealed the preliminary findings that psychological capital (defined and discussed below) is related to performance (Luthans et al., 2005) and absenteeism (Avey et al., 2007). However, to date there has not been either a theoretical model or research linking transformational leadership, psychological capital, and empowerment with...

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...ased on the empowerment literature (Spreitzer, 1995), we expect empowerment to have a direct association with job satisfaction. This association has been empirically supported at both the individual (=-=Spreitzer, Kizilos, & Nason, 1997-=-) and team (Kirkman & Rosen, 1999) level of analysis. One of the reasons for this expected relationship is that employees derive satisfaction from their job when engaged in meaningful work (Hackman & ...

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...at individuals derive a sense of satisfaction and commitment to the organization (Liden et al., 2000), and feelings of empowerment have been shown to translate into lower levels of stress and strain (=-=Spreitzer et al., 1997-=-). We assessed individuals’ empowerment beliefs using Spreitzer’s (1995) 12-item empowerment measure (a = 0.90, with 95% CI = 0.89 to 0.91). By controlling for contingent-reward behaviour and psycholo...

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...desRelationship between Transformational Leadership, Empowerment and Organizational CommitmentsBusiness and Economics Research Journals2(1)2011s92show their job should be accomplished (Breaugh, 1985; =-=Spreitzer et al., 1997-=-). In astransformational leadership model, empowerment is viewed as a proactive andsstrategic management practice that exists in an organization that promotes highscommitment HR practices (Menon, 2001...

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...tisfaction results from the perception that one’s work fulfills or allows the fulfillment of one’s desired work values. Such value fulfillment is consistent with the meaning dimension of empowerment (=-=Spreitzer et al., 1997-=-). Arguments have also been made for positive relations between the other empowerment dimensions and work satisfaction. Looking at the impact dimension, individuals should derive a sense of job satisf...