Empowering leadership and employee work engagement: a diary study using self-determination theory

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dc.contributor.authorKnevelsrud, Hans-Christian
dc.contributor.authorHetland, Jørn
dc.contributor.authorBakker, Arnold B.
dc.contributor.authorKrabberød, Tommy
dc.contributor.authorSørlie, Henrik O.
dc.contributor.authorEspevik, Roar
dc.contributor.authorOlsen, Olav K.
dc.date.accessioned2026-09-03T05:21:00Z
dc.date.issued2025
dc.description.abstractEmpowering leaders delegate authority, grant autonomy, and assign responsibilities to individuals or teams. Drawing on empowerment theory and self-determination theory (SDT), the present study hypothesizes that daily empowering leadership is related to employee work engagement through (a) psychological empowerment, and (b) the satisfaction of basic psychological needs. We collected data among 86 Norwegian Navy cadets during a 30-day transatlantic voyage (response = 97%; n = 2022 observations). Consistent with hypotheses, results of multilevel mediation path analysis showed that daily leader autonomy support and development support were positively related to daily employee work engagement through psychological empowerment and satisfaction of the needs for autonomy, relatedness, and competence. Moreover, leaders’ autonomy-supportive behaviour was most strongly related to psychological empowerment (not need satisfaction) and indirectly to work engagement when development support was high (vs. low). We discuss how these findings support and contribute to empowering leadership literature, as well as the practical implications.en
dc.description.reviewstatusfi=vertaisarvioitu|en=peerReviewed|
dc.format.pagerange443-461
dc.identifier.citationKnevelsrud, H. C., Hetland, J., Bakker, A. B., Krabberød, T., Sørlie, H. O., Espevik, R., & Olsen, O. K. (2026). Empowering leadership and employee work engagement: a diary study using self-determination theory. European Journal of Work and Organizational Psychology, 35(4), 443–461. https://doi.org/10.1080/1359432X.2025.2594485
dc.identifier.urihttps://osuva.uwasa.fi/handle/11111/21253
dc.identifier.urnURN:NBN:fi-fe20260903122478
dc.language.isoen
dc.publisherTaylor & Francis
dc.relation.doihttps://doi.org/10.1080/1359432x.2025.2594485
dc.relation.ispartofjournalEuropean journal of work and organizational psychology
dc.relation.issn1464-0643
dc.relation.issn1359-432X
dc.relation.issue4
dc.relation.urlhttps://doi.org/10.1080/1359432X.2025.2594485
dc.relation.urlhttps://urn.fi/URN:NBN:fi-fe20260903122478
dc.relation.volume35
dc.rightshttps://creativecommons.org/licenses/by/4.0/
dc.rights.copyright© 2025 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group. This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. The terms on which this article has been published allow the posting of the Accepted Manuscript in a repository by the author(s) or with their consent.
dc.source.identifierWOS:001626132300001
dc.source.identifier2-s2.0-105023468034
dc.source.identifierdf74518a-383a-4bea-b88c-f010be1564ac
dc.source.metadataSoleCRIS
dc.subjectBasic needs
dc.subjectempowering leadership
dc.subjectSelf-determination theory
dc.subjectpsychological empowerment
dc.subjectwork engagement
dc.subject.disciplinefi=Henkilöstöjohtaminen|en=Human Resource Management|
dc.titleEmpowering leadership and employee work engagement: a diary study using self-determination theory
dc.type.okmfi=A1 Alkuperäisartikkeli tieteellisessä aikakauslehdessä (vertaisarvioitu)|en=A1 Journal article (peer-reviewed)|
dc.type.publicationarticle
dc.type.versionpublishedVersion

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