Influence of leadership empowerment behavior on organizational performance

Tallia, Sadaf, Awan, Muhammad and Khuram, Syed Shahzad (2014) Influence of leadership empowerment behavior on organizational performance. Organizational Cultures, 13 3: 81-98.

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Author Tallia, Sadaf
Awan, Muhammad
Khuram, Syed Shahzad
Title Influence of leadership empowerment behavior on organizational performance
Journal name Organizational Cultures   Check publisher's open access policy
ISSN 2327-8013
Publication date 2014-10
Year available 2014
Sub-type Article (original research)
Open Access Status
Volume 13
Issue 3
Start page 81
End page 98
Total pages 18
Place of publication Champaign, IL, United States
Publisher Common Ground Publishing
Collection year 2015
Language eng
Formatted abstract
Employee empowerment is an expression frequently used in today’s executive circles and it has gained importance in the management policies and practices. The purpose of this study is to determine the conditions under which leaders of organization lend hand in empowerment implementation and sustain its level as per the cultural context of that particular organization and then its overall impact on organizational performance. Data is collected from a sample of 300 middle managers through structured questionnaire and interviews. Results indicate positively significant relationship of employee empowerment sustainability to supervisory support, capable authorities, trust, task clarity, responsibility, co-operative relationships, teamwork, and motivation. Global weighted indices are obtained through the application of Analytical Hierarchical Process (AHP). Results show that the potential or the well-managed factors in sport industry include authorities’ competence, professional attitude, and the concern for the development of their employees. Whereas the potential factors for textile sector are competence, trustworthiness, and abilities of higher authorities. The potential factors for automobiles industry are depicted by competence, hard work of higher authorities, and trustworthiness on their departmental managers. In Pakistan, however, mostly authorities work with directive management instead of providing their employees with added control and discretion over task, rewards and empowerment training. Originality of this study uses multidimensional AHP technique to prioritize factors that influence the leadership empowerment behavior on organizational performance in different business settings within the context of Pakistan.
Keyword Leadership influence
Organizational culture
Q-Index Code C1
Q-Index Status Provisional Code
Institutional Status Non-UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: Non HERDC
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UQ Business School Publications
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Created: Tue, 03 Feb 2015, 19:30:46 EST by Syed Khuram Shahzad on behalf of UQ Business School