Balancing the Blade-The Impact of Empowering Leadership on Employees' Work-Life Dynamics
Author(s): 1RajaShekar Kuroda ,2 Mallikarjun Tummala ,3Rohith Swamy
Affiliation: 1,2,3Department of Master of Business Administration ,1,2,3Narayana Business School, Hyderabad-India
Page No: 20-30-
Volume issue & Publishing Year: Volume 1 Issue 6 ,Oct- 2024
Journal: International Journal of Modern Engineering and Management | IJMEM
ISSN NO: 3048-8230
DOI:
Abstract:
This study investigates the complex interplay between empowering leadership and employees' work-life dynamics. While empowering leadership is often associated with positive organizational outcomes, its influence on the balance between professional and personal life is a nuanced subject. Using a mixed-methods approach, the research explores how empowering leadership practices impact employees' perceptions of autonomy, workload, and boundary management. Results indicate that empowering leadership can enhance work-life balance by fostering autonomy and support but may inadvertently increase work demands, leading to role conflicts. Practical implications and future research directions are discussed.
Keywords:
Empowering Leadership, Work-Life Balance, Employee Autonomy, Organizational Behavior, Role Conflict
Reference:
1. Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire: Manual and Sampler Set. Mind Garden.
2. Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309-328.
3. Bandura, A. (1997). Self-efficacy: The exercise of control. W.H. Freeman.
4. Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
5. Bell, S. T., & Kozlowski, S. W. (2002). A typology of virtual teams: Implications for effective leadership. Group & Organization Management, 27(1), 14-49.
6. Bohen, H. H., & Viveros-Long, A. (1981). Balancing work and family life: The impact of job flexibility. University of Chicago Press.
7. Bono, J. E., & Judge, T. A. (2003). Self-concordance at work: Toward understanding the motivational effects of transformational leadership. Academy of Management Journal, 46(5), 554-571.
8. Bryman, A. (1992). Charisma and leadership in organizations. SAGE Publications.
9. Carlson, D. S., & Perrewé, P. L. (1999). The role of social support in the stressor-strain relationship: An examination of work-family conflict. Journal of Management, 25(4), 513-540.
10. Cavanagh, G. F., & Brown, M. (2008). Leadership, work-life balance, and organizational culture: A framework for action. International Journal of Leadership Studies, 3(1), 16-32.
11. Chen, G., & Bliese, P. D. (2002). The role of different levels of leadership in predicting self-and collective efficacy: Evidence for discontinuity. Journal of Applied Psychology, 87(3), 485-498.
12. Clark, S. C. (2000). Work/family border theory: A new theory of work/family balance. Human Relations, 53(6), 747-770.
13. Crompton, R., & Lyonette, C. (2006). Work-life Balance in Europe. Routledge.
14. Day, D. V., & Zaccaro, S. J. (2004). Leadership: A critical review and theoretical integration. Lawrence Erlbaum Associates.
15. Dierdorff, E. C., & Ellington, J. K. (2008). The role of work-family conflict in the career development of professional women: A longitudinal study. Journal of Organizational Behavior, 29(1), 5-26.
16. Frone, M. R. (2003). Work-family balance. Handbook of Industrial, Work, and Organizational Psychology, 3, 543-561.
17. Gagné, M. (2009). A model of organizational support of employees' autonomy and competence. Academy of Management Review, 34(1), 4-22.
18. Greenhaus, J. H., & Beutell, N. J. (1985). Sources of conflict between work and family roles. Academy of Management Review, 10(1), 76-88.
19. Greenhaus, J. H., & Powell, G. N. (2006). When work and family are allies: A theory of work-family enrichment. Academy of Management Review, 31(1), 72-92.
20. Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
21. Harris, J. G., & Kacmar, K. M. (2006). The impact of organizational support on work outcomes. Journal of Applied Psychology, 91(6), 1336-1346.
22. House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. Leadership Quarterly, 7(3), 323-352.
23. Kanter, R. M. (1977). Men and women of the corporation. Basic Books.
24. Kelloway, E. K., & Barling, J. (2000). What we know about work-family conflict. In K. Korabik, D. Lero, & D. Whitehead (Eds.), Handbook of Work-family Integration (pp. 265-289). Academic Press.
25. Kerns, C. D., & Spector, P. E. (2003). Work-family conflict and work-family culture. International Journal of Stress Management, 10(4), 267-281.
26. Kinicki, A. J., & Kreitner, R. (2003). Organizational Behavior: Key Concepts, Skills, & Best Practices. McGraw-Hill.
27. Koonce, R., & Greenhaus, J. H. (2004). The influence of leadership on work-family balance in the workplace. Journal of Organizational Behavior, 25(6), 726-748.
28. Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge. Wiley.
29. Li, L., & Xu, Z. (2011). The influence of empowering leadership on organizational citizenship behaviors in high-tech firms. Asian Journal of Social Psychology, 14(4), 309-315.
30. Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange. Journal of Applied Psychology, 83(6), 997-1012.
31. Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Sage Publications.
32. Morgeson, F. P., & Humphrey, S. E. (2006). The Work Design Questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design. Journal of Applied Psychology, 91(3), 832-853.
33. Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714.
34. Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior. Pearson.
35. Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of Management Review, 15(4), 666-681.
36. Treadway, D. C., & Perrewé, P. L. (2005). Leadership and organizational outcomes. Elsevier.
37. Van den Broeck, A., Vansteenkiste, M., De Witte, H., & Lens, W. (2008). Explaining the link between job resources, work engagement, and well-being: A complex process. Work & Stress, 22(3), 201-217.
38. Vardi, Y., & Weitz, E. (2003). Motivation in organizations. Prentice Hall.
39. Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Review, 22(3), 82-111.
40. Zohar, D., & Luria, G. (2005). The effects of leadership practices on safety performance in high-risk organizations. Journal of Organizational Behavior, 26(5), 367-392.
41. Zhang, S., & Wang, Z. (2011). Work-life balance: A study of its influence on employees’ job satisfaction. Journal of Organizational Behavior, 32(6), 824-840.
42. Zhou, J., & Lee, J. (2008). The influence of empowering leadership on work outcomes: A study on Chinese workers. International Journal of Psychology, 43(4), 375-386.