Browsing by Author "Sigwela, Thabisa"

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    The relationship between authentic leadership, psychological empowerment, work engagement and team effectiveness
    (Stellenbosch : Stellenbosch University, 2020-03) Sigwela, Thabisa; Engelbrecht, A. S. (Amos Schreuder); Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Industrial Psychology.
    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.