Leadership empowering behaviour, psychological empowerment, organisational citizenship behaviours and turnover intention in a manufacturing division

Abstract

The concept of positive organisational behaviour and/or positive organisational scholarship has received much attention in recent years (Avey, Hughes, Norman & Luthans, 2008; Cartwright & Cooper, 2014). Positive organisations can be seen as focusing on the creation of overall wellness (Wilson, Dejoy, Vandenberg, Richardson & McGrath, 2004) in an attempt to sustain individual and organisational performance (Cartwright & Cooper, 2014). Components of this paradigm include leadership (Luthans, Youssef, Sweetman & Harmse, 2013; Van Dierendonck & Dijkstra, 2012; Youssef & Luthans, 2012), empowerment (Avey et al., 2008; Van Dierendonck & Dijkstra, 2012), organisational citizenship (Avey, Luthans & Youssef, 2010; Chiang & Hsieh, 2012; Paillé, 2013) and intention to stay within the organisation (Lam, Chen & Takeuchi, 2009). Research suggests that these components are crucial for developing a competitive edge within the global market (Youssef & Luthans, 2012).