The link between empowering leadership and employees' perceptions of the effectiveness of blended working

Workplace impact on employees: A Lifelines Corona Research Initiative on the return to work

A large proportion of the global workforce migrated home during the COVID-19 pandemic and subsequent lockdowns. It remains unclear what the exact differences between home workers and non-home workers were, especially during the pandemic when a return to work was imminent. How were building, workplace, and related facilities associated with workers' perceptions and health? What are the lessons to be learned? Lifelines Corona Research Initiative was used to compare employees' workplaces and related concerns, facilities, work quality, and health in a complete case analysis (N = 12,776) when return to work was imminent. Mann-Whitney U, logistic regression, and Wilcoxon matched-pairs were used for analyses. Notwithstanding small differences, the results show that home workers had less favourable scores for concerns about and facilities of on-site buildings and workplaces upon return to work, but better scores for work quality and health than non-home workers. However, additional analyses also suggest that building, workplace, and related facilities may have had the capacity to positively influence employees' affective responses and work quality, but not always their health.

The Impact of Empowering Leadership on Job Performance of Higher Education Institutions Employees: Mediating Role of Goal Clarity and Self-Efficacy

Purpose

The main objective of existing research is to assess empowering leadership effects on employees’ job performance at the academic level through mediating variables’ goal clarity and self-efficacy.

Methods

Data were congregated from 400 employees belonging to higher education institutions of Pakistan through research assistants, hired for data collection. Statistical procedures, such as factor analysis via statistical package for the social sciences (SPSS 23), structural equation modeling with bootstrapping via statistical tool analysis of moment structures (AMOS 24), were used to evaluate data and assess the relationship among the constructs.

Results

The structural equation modeling analysis uncovered several results. For instance, it shows the positive influence of empowering leadership behaviors on goal clarity, self-efficacy, and employees’ job performance. Moreover, the bootstrap investigation showed that goal clarity and self-efficacy mediate empowering leadership behaviors’ influence on workers’ job performance. Therefore, conferring to existing study results empowering leadership is significantly associated with employees’ job performance in the presence of mediators goal clarity and self-efficacy at the academic level of higher education institutions of Sindh, Pakistan.

Conclusion

The main research question of existing research is to assess empowering leadership effects on employees’ job performance through mediating variables’ goal clarity and self-efficacy. To investigate this research question, we have conducted this study and empirically established that empowering leadership can affect employees’ job performance with and without mediation. We have also shown empowering leadership as collaborative effects produce advanced levels of self-efficacy, goal clarity, and employees’ job performance than either leadership behavior could accomplish by itself.