The impact of psychological empowerment and leader empowering behavior on employee empowerment in the Abu Dhabi government sector

Abstract

The purpose of this dissertation is to explore the relationship between psychological empowerment (PE), leader empowering behavior (LEB) and employee empowerment (EE) for Emirati employees working in the public sector of the Abu Dhabi Emirate in the United Arab Emirates (UAE hereafter). EE could have numerous beneficial effects on the performance of employees, organizations, and governments. Developing and retaining employees is becoming important. To this end, the UAE has improved the public sector decision-making process and oversight capacity with a view to increasing performance and contributing to the sector’s competitive development and efficiency in the provision of public services. Following the initiation of the UAE Emiratization Policy, various initiatives have been launched to develop the country’s human capital, such as learning and training, employee response programs, employee engagement and satisfaction initiatives. In this respect, the determinants of EE are key considerations of effective public policy reform. Overall, the study aims to examine how psychological empowerment and leader empowering behavior affect employee empowerment of the Emirati employees in Abu Dhabi's public sector in the UAE. It investigates the potential positive effect of employee empowerment on employee performance, organizational efficiency, and government effectiveness. The study underscores the growing significance of nurturing and maintaining a skilled workforce. The study adopts a quantitative approach and utilizes a composite questionnaire comprising three scales: Hayes's (1994) 5-item scale on employee empowerment (EEQ), Spreitzer’s (1995) 12-item scale on psychological empowerment (PEQ) across four dimensions, and Konczak et al.’s (2000) 17-item scale for leader empowering behavior (LEBQ) encompassing six dimensions. Structural Equation Modeling (SEM) and Stata Software were used for data analysis to assess the correlations between PE, LEB, and EE. The survey, focusing on Emirati employees in Abu Dhabi's government sector, garnered 502 responses, which included data on the respondents' personal characteristics. The analysis revealed that psychological empowerment (PE) and leader empowering behavior (LEB), as independent variables, significantly influence employee empowerment (EE), with PE having a notably stronger impact than LEB. These findings have substantial implications for human resource (HR) decision-makers in the public sector of the UAE. They suggest that adopting employee empowerment strategies aligned with the components of the PE and LEB frameworks can contribute to achieving the UAE government's organizational goals. These goals include fostering innovation, enhancing competence, promoting learning and development, and advancing knowledge management. The practical and managerial implications of these results are particularly relevant for HR managers in the public sector. By integrating the insights gained from this study, they can develop more effective empowerment tools and approaches that resonate with the UAE's governmental objectives. Moreover, these results can guide the adoption of strategies that foster a more empowered and engaged workforce, leading to improved organizational performance. Additionally, the study's findings highlight the importance of understanding the dynamics between leadership behaviors, psychological factors, and employee empowerment in the context of the UAE's unique cultural and organizational landscape. This understanding can inform the development of tailored HR policies and practices that align with the specific needs and aspirations of Emirati employees

Keywords Employee Empowerment, Emiratization, Psychological Empowerment, Leader Empowering Behavior, Government Sector, Arab Countries