The purpose of this study is to investigate a conceptual framework that uses autonomy (Team, Time and Task) and psychological ownership as sequential mediating factors in the association between empowering leadership and employee resilience within the context of the hospitality industry.
Data was gathered through a self-administered questionnaire using a purposive sampling technique, which got 360 responses from hospitality sector employees. To evaluate the hypotheses, the data was analyzed in SEM-Amos using exploratory and confirmatory factor analyses using a time-lagged and dyadic research design, involving both employees and managers as participants.
The available empirical data provides insight into how psychological ownership and autonomy interact to influence employee resilience and empowering leadership. The various classifications of autonomy, the capacity for adaptability and the provision of sufficient resources to bolster employee resilience collectively serve as catalysts for empowering leaders in the implementation of novel management practices, processes or structures.
A thorough academic investigation has been assiduously conducted in the area of empowering leadership. But the constant quest for new information and the emergence of fresh perspectives on psychological ownership, employee resilience and autonomy have highlighted how important it is to explore previously unexplored areas. Henceforth, it is imperative to undertake comprehensive research that duly acknowledges and incorporates these supplementary variables.
