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Scholars tend to believe that effective leadership contributes to facilitating employee work engagement. Based on social identity theory and self-determination theory, this study explored how empowering leadership affects employee work engagement through the mediating roles of organisational identification and workplace well-being. A sample of 3645 front-line employees in China participated in this study. A structural equation model analysis was performed to examine the hypothetical model. Sex, age, degree of education, wage income per month (RMB), and subjective social class were covariables. The results indicated that (a) empowering leadership was positively related to work engagement, (b) organisational identification and workplace well-being played a partial mediating role in the relationship, and (c) organisational identification and workplace well-being had a chain mediating effect on empowering leadership and work engagement. These findings advance the understanding of the effect of empowering leadership on employees’ working attitudes and behaviours. They also contribute to potential interventions that boost employee work engagement.
Liu et al. (Mon,) studied this question.