This research investigates the impacts of empowering leadership (EL) on work uncertainty (WU) and employees entrepreneurial orientation (EO) and its dimensions (risk-taking, pro-activeness, and innovativeness). Furthermore, this study also exploring the intervening role of work uncertainty in the connection between empowering leadership and entrepreneurial orientation and its dimension. The data (n=271) were gathered from individuals employing in hospitality and tourism industry of Pakistan by utilizing a timelag research approach. Using AMOS software for data analysis, findings suggested that empowering leadership is meaningfully related with work uncertainty and individuals entrepreneurial orientation. Similarly, work uncertainty mediates the relationship between empowering leadership and entrepreneurial orientation and its dimensions. This study suggests that empowering leadership can be an effective tool for encouraging employees entrepreneurial orientation. Therefore, managers and leaders of hospitality and tourism sector, who aim to achieve employees entrepreneurial orientation need to induce empowering leadership in their organization. The article bridges the gap relating to factors and antecedents that impact individuals entrepreneurial orientation in a time lag research design. This research is one of the pioneer studies which examining, how empowered leadership affects entrepreneurial orientation, with employing work uncertainty as a mediating role. The practitioners of tourism and hospitality industry such as investors, managers, employees and other stakeholders, will find this study quite useful as well.
Qadir et al. (2024) studied this question.
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