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Effect of the Empowerment Leadership's on Job Involvement Reinforcement through a Mediator Role for Strategic Thinking Skills

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  • Ali Abdul Hassan Abbas
  • Hussein Huraja Khali

Abstract

This research seeks to specify the mediator role for leaders' strategic thinking skills in the relation between the empowerment leadership and job involvement. In order to achieve this the empowerment leadership's dimensions has been adopted (ideal, participation in decision-making, training, media, showing interest and interact with the team) based on (Arnold and Drasgow, 2000) the leader's strategic thinking skills adopted on (cogitation, systemic thinking and paraphrasing) based on (Pisapia and etal,2001) while adopting on the job involvement taking as mono- dimensional based on (Sjoberg and Sverke, 2000). Imam Husain Medical City has been chosen as a research field through a questionnaire form covered (239) member of medical and nursing staff. Analysis assertive factor has been used (structure equation's modeling), some descriptive statistics, correlation analysis, simple regression analysis and path analysis to specify direct and indirect effect. It was reached a set of conclusions, the most important that the strategic thinking variable increase the whole effect for the empowerment leadership variable on the job involvement at the level of healthy environment of Imam Husain Medical City in Karbala. The research has concluded with a number of appropriate recommendations.

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  • Ali Abdul Hassan Abbas & Hussein Huraja Khali, 2016. "Effect of the Empowerment Leadership's on Job Involvement Reinforcement through a Mediator Role for Strategic Thinking Skills," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 6(6), pages 189-220, June.
    • Handle: RePEc:hur:ijarbs:v:6:y:2016:i:6:p:189-220
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    1. Robert C. Dailey & Cyril P. Morgan, 1978. "Personal Characteristics And Job Involvement As Antecedents Of Boundary Spanning Behaviour: A Path Analysis," Journal of Management Studies, Wiley Blackwell, vol. 15(3), pages 330-339, October.
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    3. Sims Jr., Henry P. & Faraj, Samer & Yun, Seokhwa, 2009. "When should a leader be directive or empowering? How to develop your own situational theory of leadership," Business Horizons, Elsevier, vol. 52(2), pages 149-158.
    4. Thakur, Manab & Calingo, Luis Ma. R., 1992. "Strategic thinking is hip, but does it make a difference?," Business Horizons, Elsevier, vol. 35(5), pages 47-54.
    5. Rupert J. Baumgartner & Jouni Korhonen, 2010. "Strategic thinking for sustainable development," Sustainable Development, John Wiley & Sons, Ltd., vol. 18(2), pages 71-75.
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