Linking resonant leadership and learning organizations: The role of psychological empowerment as a mediator in faculty members among higher educational institutions in India

Abstract

This research examines the interaction between emotional intelligence rooted in resonant leadership and psychological empowerment in shaping learning organizations within South Indian higher educational institutions. To investigate this relationship, data from 280 faculty members was collected and analyzed using structural equation modeling. The results demonstrate a significant positive connection between psychological empowerment and resonant leadership, which contributes to the development of learning organizations. Resonant leadership accounts for 43.1% of the variance in psychological empowerment and, together with psychological empowerment, explains 60.7% of the variance in learning organization in higher education settings. These findings emphasize the importance of fostering resonant leadership behaviors, which would subsequently enhance psychological empowerment and advance learning-focused practices in academia.

Keywords

• Psychological empowerment
• Learning Organization and Resonant Leadership