۱- Introduction

۲- Theoretical background and hypotheses

۳- Methods

۴- Results

۵- Discussion

۶- Conclusion

References

Abstract

The purpose of this study is to investigate the mediating role of structural empowerment in the positive relationship between transformational leadership and work engagement. Based on self-reported questionnaires from 240 employees working in the tourism sector in Galicia (northwest of Spain), the findings reveal that the linkage between transformational leadership and work engagement is partially mediated by structural empowerment. These results imply that transformational leaders foster work engagement by enabling access to information, opportunities, support and adequate resources. This empirical study is one of the first to examine the role of structural empowerment as a mediator between transformational leadership and work engagement and may serve as a reference for promoting work engagement in service organizations. A number of contributions and practical implications are discussed.

Introduction

Work engagement has become a very popular term and a subject of great interest in the field of management and positive psychology over the past 20 years. Having an engaged workforce is a competitive advantage for organizations as it is associated with favourable organizational outcomes (Kahn, 1990; Saks, 2006; Schaufeli, Salanova, Gonz
alez-Roma,
& Bakker, 2002). Leadership is a critical component that influences the work environment and the way employees perceive their work (Christian, Garza, & Slaughter, 2011). Specifically, transformational leadership behaviours such as intellectual stimulation and individual consideration may engender a supportive organizational climate that stimulates high levels of work engagement (Avolio & Bass, 1995) and enhances followers’ internal motivation (Avolio & Yammarino, 2002). Further, transformational leaders who set clear expectations, praise employees for good performance, are fair, and are concerned about employees may play a part in bringing about feelings of attachment to one’s work and psychological safety (Kahn, 1990; Macey & Schneider, 2008). Structural empowerment refers to having access to information, support, enough resources and opportunities to learn and grow at work (Kanter, 1977). Moreover, leaders play an important role in creating empowering workplace conditions that may result in positive personal and organizational outcomes (Cummings et al., 2010). Bakker and Demerouti (2008) suggested that engaged employees are more imaginative, productive and more willing to go the extra mile. Therefore, the embedded understanding of the relationship between transformational leadership and structural empowerment is a key to increasing work engagement in today’s highly competitive business environment. The primary purpose of this study is to investigate the mediating role of structural empowerment in the positive relationship between transformational leadership and work engagement in the Galician tourism sector (northwest Spain). The tourism sector in Galicia is one of the pillars of the economy, being one of the most powerful industries that generates employment.