The relationship between authentic leadership, psychological empowerment, work engagement and team effectiveness

Sigwela, Thabisa (2020-03)

Thesis (MCom)--Stellenbosch University, 2020.

Thesis

ENGLISH SUMMARY : The purpose of the present study is to determine the relationships between authentic leadership, psychological empowerment, employee work engagement and team effectiveness. An explanatory structural model was subsequently developed and tested to explicate the manner in which authentic leadership link with psychological empowerment and employee engagement to influence team effectiveness. The study was conducted using participants from various medium to large size organisations in the Eastern Cape: Port firms, a motor manufacturer, and public organisations. Three hundred (300) questionnaires were distributed and 210 completed questionnaires were returned. Authentic leadership was measured using the Authentic Leadership Questionnaire (ALQ) developed by Walumbwa, Avolio, Gardener, Wernsing and Peterson (2008). Psychological empowerment was measured with the 16-item Psychological Empowerment Scale (PES) that was developed and validated by Spreitzer (1995). The 17-item Utrecht Work Engagement Scale (UWES) developed by Schaufeli and Bakker (2003) was used to measure work engagement. The 21-item Team Effectiveness Scale (TES) developed by Engelbrecht (2013) was used to measure team effectiveness. Item analyses were performed on each of the subscales using SPSS version 25. Thereafter, confirmatory factor analysis was performed on the individual latent variable measurement models and the overall measurement model. Structural equation modelling (SEM) was subsequently applied to test the structural model using the LISREL 8.80 software. The structural model also ascertained the existence of relationships among the variables. Overall, it was found that both the measurement and structural models fitted the data reasonably well. Significant positive relationships were found between authentic leadership and psychological empowerment; authentic leadership and work engagement; authentic leadership and team effectiveness; work engagement and team effectiveness; psychological empowerment and work engagement; and psychological empowerment and team effectiveness. The practical implications for management in organisations have been included. The limitations and direction for future studies were also outlined.

AFRIKAANSE OPSOMMING : Die doel van die studie is om die verband tussen outentieke leierskap, sielkundige bemagtiging, werkstoewyding en spandoeltreffendheid te bepaal. ‘n Strukturele model is gevolglik ontwikkel en getoets ten einde te verklaar hoe outentieke leierskap met sielkundige bemagtiging en werkstoewyding skakel om spandoeltreffendheid te beïnvloed. Vir die studie is proefpersone gekies by verskeie medium to groot organisasies in die Oos-Kaap: Hawe organisasies; motorvervaardiger en publieke organisasies. Driehonderd vraelyste is versprei en 210 voltooide vraelyste is terug ontvang. Outentieke leierskap is gemeet met behulp van die “Authentic Leadership Questionnaire” (ALQ), ontwikkel deur Walumbwa, Avolio, Gardener, Wernsing en Peterson (2008). Sielkundige bemagtiging is gemeet met behulp van die 16-item “Psychological Empowerment Scale” (PES) wat deur Spreitzer (1995) ontwikkel en gevalideer is. Die 17-item “Utrecht Work Engagement Scale” (UWES), ontwikkel deur Schaufeli en Bakker (2003), is gebruik om werkstoewyding te meet. Die 21-item “Team Effectiveness Scale” (TES), ontwikkel deur Engelbrecht (2013), is gebruik om spandoeltreffendheid te meet. Itemontledings is gedoen op elke subskaal deur gebruik te maak van die SPSS (weergawe 25) pakket. Hierna is bevestigende faktorontledings gedoen op die individuele veranderlikes se metingsmodelle asook op die algehele metingsmodel. Strukturele vergelykingsmodellering is vervolgens toegepas om die verwantskappe tussen die veranderlikes in die strukturele model te toets met behulp van die LISREL 8.8 model. Die strukturele model het ook die bestaan van verwantskappe tussen die veranderlikes bepaal. Oor die algemeen is bevind dat beide die metings- en strukturele modelle redelik goed pas by die data. Beduidend positiewe verwantskappe is gevind tussen outentieke leierskap en sielkundige bemagtiging; outentieke leierskap en werkstoewyding; outentieke leierskap en spandoeltreffendheid; werkstoewyding en spandoeltreffendheid; sielkundige bemagtiging en werkstoewyding; sowel as sielkundige bemagtiging en spandoeltreffendheid. Die praktiese implikasies vir die bestuur in organisasies, asook die beperkings van die studie en voorstelle vir toekomstige navorsing word ook uiteengesit.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/108272
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