The Influence of Empowering Leadership on Employee Agility: Focusing on the Mediating Effects of Role Breadth Self-Efficacy and Intrinsic Motivation

Abstract

The purpose of this study is to investigate the relationship between empowering leadership, role breadth self-efficacy, intrinsic motivation, and employee agility. To this end, data collected from 228 organizational members were analyzed using structural equation modeling (SEM). The findings of the study are as follows: First, empowering leadership had a significant positive relationship with employees' role breadth self-efficacy. Second, empowering leadership had a significant positive relationship with employees' intrinsic motivation. Third, role breadth self-efficacy and intrinsic motivation both had significant positive relationships with employee agility. Finally, role breadth self-efficacy and intrinsic motivation fully mediated the relationship between empowering leadership and employee agility. The results imply that empowering leaders can facilitate employees' proactive and adaptive behavior by building confidence in their ability to perform integrated roles and enhancing their intrinsic motivation.