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How do Empowering Leadership Relate to Task Adaptivity and Task Proactivity? Examining the Role of Change-Related Self-Efficacy, Felt Responsibility, Emotional Engagement, and Proactive Personality

Hermann, Christoffer; Helmersen, Tina Riste
Master thesis
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URI
https://hdl.handle.net/11250/2686870
Date
2020
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  • Master of Science [963]
Abstract
In this thesis, we intended to contribute to the literature by looking at the importance

of leader behavior on performance variables. Particularly, the paper investigated how

empowering leadership influences employees’ task adaptivity and task creativity through

different change-oriented motivational states. We aimed to look at whether change-related

self-efficacy, felt responsibility for change and emotional engagement would influence the

relationship between the mentioned variables. Finally, we tried to understand how proactive

personality moderated the relationship between empowering leadership and the mediating

variables.

Our study examined 307 participants in total. Their change-oriented motivational

states towards changes, concerning the concept of empowering leadership and task adaptivity

and task proactivity were looked into. “PROCESS” was used to review the data that we were

able to gather from people within our network. Our findings suggest that empowering

leadership is important for employees to feel a “reason to” be committed to conduct changes

at work, and accordingly, be more task adaptive and task proactive. Further, empowering

leadership was positively influencing employees’ change-related self-efficacy and their task

adaptivity/proactivity. However, the findings need to be interpreted with caution, as the

internal consistency in the mediating variable was somewhat below limits. We also found that

employees who was emotionally engaged at work, was more task adaptive and task proactive.

However, this is not a result of empowering leadership, due to a non-significant relationship

in our results. Furthermore, our research indicates that employees who are high on proactive

personality, demonstrates a higher sense of felt responsibility for change. However,

empowering leadership was not the reason for the latter relationship.

Finally, practical implications, limitations and directions for future research are

discussed.
Description
Masteroppgave(MSc) in Master of Science in Leadership and Organizational Psychology - Handelshøyskolen BI, 2020
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Handelshøyskolen BI

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