{'fraction_non_alphanumeric': 0.03313696612665685, 'fraction_numerical': 0.012518409425625921, 'mean_word_length': 5.380281690140845, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Transformational leadership, psychological empowerment, and flow at work

ABSTRACT Frequent experiences of flow – an enjoyable state of optimal challenge – at work are associated with many positive individual and organizational outcomes. In our research, we examine how leaders affect subordinates’ flow experiences through subordinates’ work-related self-concept. Specifically, on the basis of self-concept theory, we propose that transformational leaders affect followers’ work-related self-concept, which we construe as followers’ psychological empowerment, consisting of the four sub-facets of meaning, competence, self-determination and impact. We further propose that psychological empowerment is positively related to flow experiences at work. In sum, we thus hypothesize that the effect of transformational leadership on employees’ flow experiences is mediated by psychological empowerment. Additionally, we propose that this indirect effect is moderated such that it is stronger for employees holding a formal leadership position. We tested the model with two two-wave questionnaire studies with employees (Study 1: N = 307 at time 1; N = 60 at time 2; Study 2: N = 611 at time 1; N = 271 at time 2) from different organizations. Path models reveal support for the mediation hypotheses in both samples but not for the moderated mediation hypothesis.