A The Impact of Psychological Empowerment on Organizational CitizenshipBehavior and Knowledge Sharing Behavior: The Mediating role of EmployeeEngagement and Moderating role of Leader-member exchange
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This aim of this study is to determine the relationship between psychological empowerment and two behavioral outcomes of an employee (organizational citizenship behavior and knowledge sharing behavior) by examining the mediating role of employee engagement and moderating role of leader-member exchange. A survey was completed by 146 employees working in a variety of jobs and organizations. The data were collected by self- administered questionnaire and then analyzed by using correlation and regression analysis. Results indicate that psychological empowerment positively influences organizational citizenship behavior and knowledge sharing behavior. In addition, employee engagement partially mediates the relationship between psychological empowerment and organizational citizenship behavior and fully mediates between psychological empowerment and knowledge sharing behavior. Leader-member exchange does not moderate the relationship between psychological empowerment and employee engagement. Psychological empowerment has positive relationship with the employee engagement for employees low in leader-member exchange than for employees high in leader-member exchange. The implications of these findings are discussed.Abstract
The aim of this study is to determine the relationship between psychological empowerment and two behavioral outcomes of employees—organizational citizenship behavior and knowledge-sharing behavior—by examining the mediating role of employee engagement and the moderating role of leader-member exchange. A survey was completed by 146 employees working in a variety of jobs and organizations. The data were collected using a self-administered questionnaire and analyzed through correlation and regression analysis. Results indicate that psychological empowerment positively influences both organizational citizenship behavior and knowledge-sharing behavior. In addition, employee engagement partially mediates the relationship between psychological empowerment and organizational citizenship behavior and fully mediates the relationship between psychological empowerment and knowledge-sharing behavior. Leader-member exchange does not moderate the relationship between psychological empowerment and employee engagement. Psychological empowerment has a stronger positive relationship with employee engagement for employees low in leader-member exchange than for those high in leader-member exchange. The implications of these findings are discussed.
