The aim of this study was to investigate if leader empowering behaviour can positively impact on role clarity, psychological empowerment and work engagement, with the final outcome being the retention of talent.\nThe aim of this study was to investigate if leader empowering behaviour can positively impact on role clarity, psychological empowerment and work engagement, with the final outcome being the retention of talent.\nA survey research design was used. A convenience sample (n = 179) was taken from a business unit in a chemical organisation. The Leader Empowering Behaviour Questionnaire, Measures of Role Clarity and Ambiguity Questionnaire, Measuring Empowerment Questionnaire, Utrecht Work Engagement Scale and the Intention\nto Leave Scale were administered.\nLeader empowering behaviour, role clarity and psychological empowerment\npredicted work engagement. Role clarity interacted with competence to affect employees� dedication and interacted with the development of employees to affect absorption. Work engagement predicted employees� intention to leave.
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