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The Relationship between Empowering Leadership, Work Characteristics, and Work Engagement among Academics: A SEM Mediation Analysis Cover

The Relationship between Empowering Leadership, Work Characteristics, and Work Engagement among Academics: A SEM Mediation Analysis

Scandinavian Journal of Work and Organizational Psychology
Volume 5 (2020): Issue 1
By: ,   and    
Open Access
|Oct 2020
Figures & tables

Figures & Tables

Figure 1

Visual representation of the model.

Table 1

Means (M), standard deviations (SD) and correlations (n = 3059).

VariablesMSD1.2.3.4.5.6.7.
1. Work engagement5.651.24–      
2. Empowering leadership3.741.080.31***–      
3. Job autonomy3.930.800.39***0.55***–      
4. Social community at work3.870.910.42***0.60***0.58***–      
5. Recognition3.760.940.37***0.70***0.63***0.69***–      
6. Unreasonable tasks2.430.98–0.28***–0.40***–0.63***–0.49***–0.53***–      
7. Age––0.12***–0.20***–0.18***–0.12***–0.06**  0.13***–      
8. Gender–––0.01      0.02      0.05**  0.00      0.08***–0.04*    0.08***

[i] Note: * p < 0.05. ** p < 0.01. *** p < 0.001.

Table 2

Squared correlations matrix, AVEs, and RRCs (n = 3059).

Variables1.2.3.4.5.6.AVERRC
1. Work engagement–0.800.93
2. Empowering leadership0.10–0.760.80
3. Job autonomy0.160.31–0.500.84
4. Social community at work0.180.360.34–0.640.89
5. Recognition0.140.490.400.47–0.720.76
6. Unreasonable tasks0.080.150.400.230.28–0.530.90
Table 3

Model comparisons (n = 3059).

Modelsχ2dfSRMRRMSEACFITLI
M03590.212980.050.060.940.92
M14014.372980.060.060.930.91
M24003.492980.060.060.930.91
M34138.552980.060.070.920.91
M44587.063010.070.070.920.90
Table 4

Standardized direct effects of the structural model.

Exogenous variablesEndogenous variablesDirect effects
Empowering leadershipWork engagement0.03      
Unreasonable tasks0.03      
Job autonomy0.25***
Social community at work0.26***
Recognition0.07      
Age0.21***
Gender–0.04**  
Empowering leadershipJob autonomy0.35***
Unreasonable tasks–0.53***
Age–0.04**  
Gender0.02      
Empowering leadershipSocial community at work0.49***
Unreasonable tasks–0.35***
Age0.02      
Gender–0.03      
Empowering leadershipRecognition0.60***
Unreasonable tasks–0.35***
Age0.10***
Gender0.04**  
Empowering leadershipUnreasonable task–0.38***
Age0.06**  
Gender–0.04*    

[i] Note: * p < 0.05. ** p < 0.01. *** p < 0.001.

Table 5

Standardized indirect effects of the structural model.

Exogenous variablesMediator(s)Endogenous variablesIndirect effects
Empowering leadershipUnreasonable tasks (Med1) and Job autonomy (Med2)Work engagement0.05***
Unreasonable tasks (Med1) and Social community at work (Med2)0.03***
Unreasonable tasks (Med1) and Recognition (Med2)0.01      
Job autonomy/Social community at work/Recognition/Unreasonable tasks0.31***
Job autonomy0.09***
Social community at work0.13***
Recognition0.04      
Unreasonable tasks0.04      
Unreasonable tasksJob autonomy–0.13***
Social community at work–0.09***
Recognition–0.02      
Job autonomy/Social community at work/Recognition–0.29***
Empowering leadershipUnreasonable tasksJob autonomy0.14***
Social community at work0.10***
Recognition0.12***

[i] Notes: M1 = First mediator and M2 = Second mediator, * p < 0.05. ** p < 0.01. *** p < 0.001.

Figure 2

Visualization of structural model with standardized direct effects.

Note: * p < 0.05. ** p < 0.01. *** p < 0.001.

DOI: https://doi.org/10.16993/sjwop.84 | Journal eISSN: 2002-2867
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Language: English
Page range: 11 - 11
Submitted on: Feb 12, 2019
Accepted on: Oct 5, 2020
Published on: Oct 29, 2020
Published by: Stockholm University Press
In partnership with: Paradigm Publishing Services
Keywords:
Academia,
higher education,
empowering leadership,
autonomy,
motivation,
work engagement

© 2020 Eyvind Helland, Marit Christensen, Siw Tone Innstrand, published by Stockholm University Press
This work is licensed under the Creative Commons Attribution 4.0 License.

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