Leader–Member Exchange, Work Engagement, and Psychological Withdrawal Behavior: The Mediating Role of Psychological Empowerment

Frontiers in Psychology

article

Arun Aggarwal¹  Deepika Jhamb¹  Amit Mittal¹ 

[1] Chitkara Business School, Chitkara University

关键词: leader–member exchange;    psychological empowerment;    work engagement;    psychological withdrawal behavior;    structural equation modeling;    research and development;   

DOI  :  10.3389/fpsyg.2020.00423

学科分类：社会科学、人文和艺术（综合）

来源: Frontiers

【 摘 要 】

Perceptions of psychological empowerment play a vital role in the way an individual perceives things at the workplace. In spite of this, there is scant research on the antecedents and consequences of psychological empowerment. This study is an attempt to fill this gap by analyzing the mediating role of psychological empowerment on the relationship between its antecedents (leader–member exchange) and its consequences (work engagement and psychological withdrawal behavior). Data were collected from 454 employees working in the Research and Development (R&D) departments of the information technology (IT) and pharmaceutical sectors operating in India. Results suggest that employees who have a high-quality relationship with their leader have high psychological empowerment, they are highly engaged at work, and their psychological withdrawal behavior is also low. In addition to this, high levels of psychological empowerment have a positive impact on their engagement toward work, which further leads to a low psychological withdrawal behavior. The theoretical and practical implications of these results are discussed.

【 授权许可】

CC BY