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Item type:Publication, Psychological empowerment and job stress in higher education institutions in Ecuador(Dove Medical Press Ltd, 2022-01-01)Both psychological empowerment and job stress have been the subjects of great concern, studied mainly in developed countries. In emerging economies, few studies have contributed to the knowledge of the relationship between these two constructs. This study analyzed the relationship between the dimensions of psychological empowerment and job stress in tenured professors from public higher education institutions in Ecuador during 2019, providing insights for achieving better results regarding the productivity and well-being of teachers. This research seeks to bridge the knowledge gap concerning psychological empowerment and job stress within an academic context in an emerging economy. Methods: In this quantitative study, a confirmatory model was proposed. Correlation analysis was used to investigate whether psychological empowerment dimensions are related to job stress. Data were collected from a sample of 200 tenured professors working at public universities located in Zone 3 of Ecuador in 2019. The instrument applied for psychological empowerment was proposed by Spreitzer, composed of four dimensions—meaning, competence, impact, and autonomy. For job stress, the Occupational Stress Inventory-Revised (OSI-R) instrument applied was proposed and revised by Osipow. Results: Through structural equation modeling with partial least squares, it was possible to demonstrate that psychological empowerment reduces levels of job stress only when it is perceived that there is autonomy, fewer limitations, and more freedom. No evidence was identified that other components of psychological empowerment, such as meaning, competence, and impact, are related to job stress. Conclusion: The results indicated that the model used to explain the relationship between these variables had weak predictive power. Furthermore, only one research hypothesis is accepted. Finally, these findings are corroborated and explained by the different perspectives presented by various authors. - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Empowerment and project performance success: The role of leadership and power distance(Emerald Publishing Limited, 2024-07-27)Purpose The construction of infrastructure projects for extracting natural resources is vital to the economies of countries and the strategies of mining companies. Project performance success (PJPF) means achieving the planned scope, cost, schedule and quality. This study aims to analyze if PJPF is influenced by the team’s psychological empowerment (PEMP) and structural empowerment (SEMP), the project manager’s transformational leadership (TLD) and shared leadership (SLD) styles and the cultural power distance (CPDT). The study also examined the mediating roles of TLD and CPDT. Design/methodology/approach This paper tested its hypotheses through confirmatory factor analysis and structural equation modeling in AMOS. Data were collected using the online survey platform SurveyMonkey. Owners, contractors and consultants from 24 countries across the Americas, Africa, Europe, Asia and Australia contributed a total of 222 responses. All participants were involved in construction projects owned by a mining company listed in the S&P 500. Findings PEMP has a positive impact on PJPF, SEMP and CPDT. PEMP fosters engaged and autonomous employees with agility and problem-solving skills. TLD mediates the relationship between PEMP and SLD. The results indicated that SEMP, TLD and SLD, on their own, do not directly contribute to project success. In contrast to prior studies, CPDT does not mediate the effects of PEMP on PJPF. Originality/value Although construction projects remain labor-intensive, research on measuring PEMP, SEMP, TLD, SLD and CPDT in this field is limited. This document is notable for incorporating the perspectives of owners, EPC contractors and consultants. - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Moderation of National Culture Between Psychological Empowerment and Resilience in Job Performance(Universidad del Zulia, 2023-01-01)The present study analyzed the moderation of power distance in the relationship between psychological empowerment and resilience in job performance in the context of the pandemic. The research approach is descriptive and correlational with a non-experimental and transversal design. The sample (n=845) were employees of companies in the telecommunications sector in Costa Rica and Peru, three and five companies respectively. The analysis with PLS-SEM showed that the model explains 20% of the performance (R²= 0.20). Power distance does not moderate the relationship between empowerment and job performance (β= 0.061, p= 0.196), nor does it moderate the relationship between resilience and performance (β= 0.035, p= 0.376). Empowerment positively influences job performance (β= 0.268, p= 0.000); Likewise, resilience positively influences performance (β= 0.272, p= 0.000). The results of the study have theoretical implications because they confirm the positive influence of psychological empowerment on job performance and, above all, provide novel empirical evidence of the positive impact of resilience on performance. In this sense, based on the empirical results of the study, investment in management that promotes the psychological empowerment and resilience of employees is recommended. - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Impact of Distance Power, Resilience and Psychological Empowerment on Police Performance in Peru(Transnational Press London, 2025-07-31)The study delves into how national culture, specifically the power distance dimension moderates the relationship between psychological empowerment and resilience on the work performance of Peruvian Police officers. The research involved a sample of 337 senior officers. Interestingly, power distance itself did not have a significant influence on performance. In contrast, resilience was shown to positively influence performance (β= 0.284, p= 0.000), and empowerment had a significant effect on performance as well (β= 0.426, p= 0.000). This research is groundbreaking in shedding light on how cultural factors moderate the relationship between resilience and job performance, moving beyond traditional mental health studies in police contexts. Based on these findings, we recommend that the institutional culture of the Peruvian National Police and its subcultures be professionally managed and updated in accordance with current global and digital values. Additionally, we suggest enhancing resilience and empowerment among police officers to achieve higher performance levels.36 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, How transformational leadership drives academic innovation through creative process engagement: conditional effects of psychological factors(Taylor & Francis, 2026-01-01)Transformational leadership has been extensively studied in corporate contexts, yet its mechanisms in knowledge-intensive professional environments remain underexplored. This study examines the mediating role of creative process engagement in the relationship between transformational leadership and innovative work behavior among university faculty in Ecuador (N = 543). Structural equation modeling revealed complete mediation through creative process engagement (standardized indirect effect β = 0.11, 95% CI [0.07, 0.15]), with no significant residual direct effect (β = 0.04, p = 0.457). Intrinsic motivation positively moderated the transformational leadership → creative process engagement relationship (β = 0.08, p = 0.032), while psychological empowerment exhibited unexpected negative moderation (β = −0.09, p = 0.019), revealing an 'academic autonomy paradox' wherein highly empowered faculty demonstrate reduced responsiveness to external facilitation. These findings challenge universal applicability of transformational leadership theory developed in hierarchical organizational contexts, necessitating theory reconceptualization for autonomous professional populations. Academic leaders should calibrate empowerment strategies carefully, recognizing threshold effects where additional autonomy provision may diminish leadership effectiveness, while emphasizing process facilitation competencies that enable creative thinking without imposing predetermined solutions.