I have edited all the slides (font matching in all the slides and designing the composed things by other members as well).i have individually composed the 7th slide and 8th slide. It has been done for the first presentation in our Industrial Relationship course (HRM450)

1. The Influence of Empowering Leadership,
Empowerment, and Engagement on Affective
Commitment and Turnover Intentions in
Community Health Service Workers
Team
A
Muntaka Tasnim Tabassum
Mir Marjana Nusrat
Sornaly Ahmed
Refat Uddin Ahmed
Md. Leo Al-Amin Haque Aupo
ID-1610795030
ID-1520250031
ID-1611037030
ID-1610393030
ID-1512237030

2. Introduction
• The main purpose of this article is to extend research on the relationship between
empowering leadership, empowerment and employee engagement
• It means whether employee engagement can justify the effects of empowering
leadership and empowerment on Affective Commitment and Turnover Intention
• We will see how empowering leadership influences employee empowerment, which
in turn influences employee engagement and that will turn influences affective
commitment and turnover intentions

3. Methodology
• The survey were conducted on a community health service delivering dental,
community nursing, physiotherapy, counselling psychology, speech therapy and so
on across seven sites
• Of the 424 surveys distributed among all employees, 158 usable surveys were
returned which is 41 in percent
• Among those, 110 (70%) were female and only 19 (12%) were male
• 85% were aged between 29 and 40 years and 89% were employed full- time

4. Measures and Tools
• To assess empowering leadership behaviors, Peace and Sims’(2002) six-item
Empowering Leadership sub-scale was used
• To measure psychological empowerment, Spreitzer’s(1995) 12-item scale was used
• For employee engagement, nine-item form of the Utrecht work engagement Scale
was used
• The six-item affective commitment scale from Allen and Meyer(1990) was used to
measure affective organizational commitment
• Turnover intentions were measured with three items adapted from Seashore et
al.(1982) and Vigoda-Gadot and Kupin(2005)

5. Discussion of Key Topics
Empowering
Leadership
Employee
Empowerment
Employee
Engagement

6. Discussion of Key Topics
Affective Commitment Turnover Intention

7. Direct
Relationship
Indirect
Relationship
Employee
Empowerment
Employee
Engagement
Affective Commitment
&
Turnover Intention
Relationship of Employee Empowerment With
Affective commitment and Turnover intention

8. Job satisfaction goes through the roof
Accountability improves by decision making
Faster problem resolution gives flexibility
Increased productivity lessens monotony
Self determination and competence
Meaningfulness and motivation

9. Employee Engagement
• The concept of engagement was first introduced by Kahn(1990). He defined
engagement as the “Harnessing of Organization Members” selves to their work roles;
in engagement, “people employ and express themselves physically, cognitively and
emotionally during role performances” (P.694).
• While conducting the survey on employee engagement, a sample item was: “I am
immersed in my work”
• As an impact a sample of commitment was: “ I feel like a part of the family at this
organization”

10. Overall Findings

11. Recommendation
 leaders and managers should be provided with
empowering leadership and empowerment
practices.
 Different learning programs might have positive
outcomes in terms of employee empowerment
and empowering leadership .
 Employee decision-making, opportunity thinking
and the overall possible empowerment for better
engagement and better outcome.

12. Conclusion
The influence of psychological contract,
transformational leadership, and procedural justice
could be included in the model. Researchers should
also look to link such constructs with additional
important outcome variables such as attitudes
toward change and with more objectively defined
criteria such as absence and turnover.