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Analysis of the Mediating Role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance

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  • Xiaoli Liu

    (CAS Key Laboratory of Behavioral Science, Institute of Psychology, Chinese Academy of Sciences, Beijing 100101, China)

  • Xiaopeng Ren

    (CAS Key Laboratory of Behavioral Science, Institute of Psychology, Chinese Academy of Sciences, Beijing 100101, China)

Abstract

High levels of trust between employees and leaders moderate the relationship between organizational management practices. A collaborative environment encourages employees to have more Psychological Empowerment, which in turn leads to better performance. Based on Intrinsic Work Motivation and Self-Evaluation, this paper uses Perceived Leader Trust as an independent variable, Employee Work Performance as a dependent variable, and introduces Psychological Empowerment to explore the internal mechanism of perceived trust. This paper proposes a total of 28 hypotheses, and 25 hypotheses have been verified. The specific research conclusions are as follows: (1) Perceived Leader Trust has a positive impact on Employee Work Performance. (2) Perceived Leader Trust positively affects employees’ Psychological Empowerment. Perceived Leader Dependence has a significant impact on all dimensions of Psychological Empowerment, but the relationship between Perceived Information Disclosure and Work Meaning is not significant. (3) Psychological Empowerment is positively correlated with Employee Work Performance, in which the four dimensions of Psychological Empowerment are significantly related to Employee Task Performance, while Work Meaning and Autonomy are not significantly related to Employee Relationship Performance. (4) Psychological Empowerment, as the overall perception of employees, plays a partial mediating role between Perceived Leader Trust and Employee Work Performance. This paper verifies the role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance, and explores the internal mechanism of Perceived Leader Trust from the perspective of employees’ Intrinsic Work Motivation, which promotes the development of organizational management practices.

Suggested Citation

  • Xiaoli Liu & Xiaopeng Ren, 2022. "Analysis of the Mediating Role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance," IJERPH, MDPI, vol. 19(11), pages 1-26, May.
    • Handle: RePEc:gam:jijerp:v:19:y:2022:i:11:p:6712-:d:828611
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    References listed on IDEAS

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    1. Ozturk Ciftci, Didem, 2019. "The Mediating Role of Psychological Empowerment in the Effect of Leader-Member Exchange on Work Engagement," Business and Economics Research Journal, Uludag University, Faculty of Economics and Administrative Sciences, vol. 10(1), pages 167-186, January.
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    Cited by:

    1. Panteha Farmanesh & Alla Mostepaniuk & Parisa Gharibi Khoshkar & Riham Alhamdan, 2023. "Fostering Employees’ Job Performance through Sustainable Human Resources Management and Trust in Leaders—A Mediation Analysis," Sustainability, MDPI, vol. 15(19), pages 1-16, September.
    2. Queyu Ren & Wen Li & Christos Mavros, 2024. "Transformational Leadership and Sustainable Practices: How Leadership Style Shapes Employee Pro-Environmental Behavior," Sustainability, MDPI, vol. 16(15), pages 1-13, July.

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