The Mediating Role of Structural Empowerment in the Relationship between Transformational Leadership Style and Job Involvement of Physical Education Staff in Shahroud
Poster Presentation
Paper ID : 1627-12THCONG
Authors
1Education teacher in Shahroud
2Faculty of Islamic Azad University Shahrood Branch.
Abstract
The purpose of this study was to determine the mediating role of structural empowerment in the relationship between transformational leadership and job participation of the staff of Shahroud Physical Education Department. Structural empowerment refers to access to information, support resources and sufficient opportunities for learning and growth in the workplace. In addition, leaders have an important role to play in empowering workplace environments that can lead to positive personal and organizational outcomes. They have more to do. Therefore, an in-depth understanding of the relationship between transformational leadership and structural empowerment is key to fostering business participation in today's highly competitive business environment.
Descriptive-Survey Method The statistical population of the study consisted of the staffs of physical education department of Shahroud city. 275 individuals were selected by random sampling method using SPSS Sample Power software. Four Structural Empowerment Questionnaires (1998), Barent et al. (2001) transformational leadership style, and Thomas Ladahel and Kanger (1965) occupational participation questionnaires were used to collect data. Also, structural equation modeling test with Amos software was used for data analysis.
The results showed that the coefficient of effect of transformational leadership style on job participation was 0.65, the effect of transformational leadership style on structural empowerment was 0.73 and the coefficient of effect of job participation on structural empowerment was 0.58 Also the indirect effect of transformational leadership style on job participation with respect to structural empowerment role is 0.45 and model mediator role type is complete mediator type.
The findings show that structural empowerment plays a full mediator role in the relationship between transformational leadership and job participation. These results suggest that transformational leaders enhance job participation by providing access to information, opportunities, support, and resources. This empirical study is one of the first studies to examine the mediating role of structural empowerment in the relationship between transformational leadership and job participation and may serve as a reference for promoting job participation in service organizations. A number of studies and practical implications have been discussed.
Descriptive-Survey Method The statistical population of the study consisted of the staffs of physical education department of Shahroud city. 275 individuals were selected by random sampling method using SPSS Sample Power software. Four Structural Empowerment Questionnaires (1998), Barent et al. (2001) transformational leadership style, and Thomas Ladahel and Kanger (1965) occupational participation questionnaires were used to collect data. Also, structural equation modeling test with Amos software was used for data analysis.
The results showed that the coefficient of effect of transformational leadership style on job participation was 0.65, the effect of transformational leadership style on structural empowerment was 0.73 and the coefficient of effect of job participation on structural empowerment was 0.58 Also the indirect effect of transformational leadership style on job participation with respect to structural empowerment role is 0.45 and model mediator role type is complete mediator type.
The findings show that structural empowerment plays a full mediator role in the relationship between transformational leadership and job participation. These results suggest that transformational leaders enhance job participation by providing access to information, opportunities, support, and resources. This empirical study is one of the first studies to examine the mediating role of structural empowerment in the relationship between transformational leadership and job participation and may serve as a reference for promoting job participation in service organizations. A number of studies and practical implications have been discussed.
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