A Mediated Moderated Analysis of Psychological
Safety and Employee Empowerment between
Sustainable Leadership and Sustainable
Performance of SMEs
Muzaffar Asad Muhammad Uzair Asif
Assistant Professor, Department MS Scholar, School of Business
of Management and Marketing Management
College of Business College of Business, University
Administration, University of Utara Sintok, Malaysia
Bahrain muhammad_uzair3@oyagsb.uu
Zallaq Bahrain m.edu.my
masad@uob.edu.bh ORCID: https://orcid.org/0000-
ORCID: http://orcid.org/0000- 0002-6169-4435
2021 International Conference on Sustainable Islamic Business and Finance | 978-1-6654-1636-8/21/$31.00 ©2021 IEEE | DOI: 10.1109/IEEECONF53626.2021.9686340
0001-5620-9282
Abstract— Nowadays enterprises are highly concerned
about their sustainability. Sustainability of SMEs in a
developing country is highly dependent over the performance.
Sustainable performance of SMEs in developing countries is
highly linked with the satisfaction of stakeholders. Likewise for
sustainable performance and catering of stakeholders can be
made possible with the help of sustainable leadership.
Therefore, the purpose of the current study Is to examine the
mediating role of psychological safety among the relationship
between sustainable leadership and sustainable performance of
SMEs. Furthermore, considering the importance of employee
empowerment which is considered as a major resource for
employee performance this study further analyzed the
moderating impact of employee empowerment. For this said
objective data was gathered from owners and managers of 100
small and medium-sized manufacturing enterprises in operating
in Lahore, Sialkot, Faisalabad, Karachi, Gujranwala, Gujrat,
and Rawalpindi/Islamabad through cluster sampling. The data
was gathered through surveys, and structural equation
modeling was run to analyze the relationships. The findings
revealed that sustainable leadership has a significant impact on
psychological safety and sustainable performance of SMEs,
whereas psychological safety showed an insignificant effect over
sustainable performance of SMEs, but the mediating role of
psychological safety was found to be significant. Likewise,
employee empowerment direct influence sustainable
performance and holds a significant moderating role. The
findings of the research are significant for practitioners as well
as academicians because it revealed that owners and managers
should design strategies to encourage employee empowerment
and to provide them psychological safety. The findings of the
study are limited on the data collected from owners and
managers without involving any other stakeholders. Therefore,
in future researchers are guided to involve other stakeholders as
well in the study.
Keywords— Sustainable leaders, Sustainability, Employee
empowerment
I. INTRODUCTION
In developing countries sustainability is a major challenge
for regulators and enterprises, for attracting customers,
appreciating sustainability [1]. Small and Medium
Enterprises Development Authority (SMEDA) considers
sustainable performance as a critical issue. Despite several
efforts of SMEDA, propensity towards sustainability lies in
innovation which is crucial in the current environment for
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978-1-6654-1636-8/21/$31.00 ©2021 IEEE
Zafrul Allam Umaid A. Sheikh
Assistant Professor, Department Lecturer, Faculty of
of Management and Marketing Management
College of Business Studies
Administration, University of University of Central Punjab
Bahrain Lahore, Pakistan
Zallaq Bahrain umaidsheikh@ucp.edu.pk
zallam@uob.edu.bh ORCID: https://orcid.org/0000-
ORCID: https://orcid.org/0000- 0001-8181-6498
0001-8992-0767
sustainable performance of Small and Medium Enterprises
(SMEs) in Pakistan [2]. Sustainable Leadership (SL) also
known as Honeybee leadership is growing concern in the
Pakistani region. Along with that, economic growth is
mandatory which analyzes the significance of profitability
over sustainable performance of SMEs [3, 4]. Moreover,
Pakistani SMEs for gaining SL to gain competitive advantage
need to develop plans that may create value for organizations
which may lead to sustainable SME performance [5].
Likewise, the sustainability in performance is poor among
Pakistani SMEs, due to resources constraints [6]. There are
significant challenges in Pakistan for owners of SMEs to
achieve desired growth with limited available resources for
gaining sustainable performance. Achievement of
sustainability in leadership, which necessitates activities with
new potential outcomes and risk-taking behavior can aid in
achieving sustainable performance [7]. If SL and Employees’
Empowerment (EE) share the same environment and social
goals, risk tolerance may have a positive impact on
sustainable performance of SMEs. Risk tolerance strengthens
the vitality of a significant work environment from an
organizational psychological evaluation. Yang, Li, Liang,
and Zhang [8] have suggested that leaders provide
Psychological Safety (PS) which helps in developing a
creative work environment, which ultimately enhances
sustainable performance of SMEs. Employees working in a
psychologically safe environment can clearly discuss
conflicts without being worried of any adverse effects.
Among factors influencing employees' opinions, leadership
is regarded as the most powerful one [9]. SL is the most
crucial aspect in promoting PS. Long-term, lucrative, and
sustained results are driven by sustainable practices being
followed by the enterprises [10, 11, 2]. By yielding a road
map and best operational procedures for structuring a
management approach and using a long term vision to bring
together a varied group of stakeholders [12], SL has a
significant impact on the sustainable performance of SMEs
[13]. The promotion of innovation and sharing of new and
relevant creative ideas are key practices of SL [14].
Converging on learning sustainability and continual
improvement as well as recognizing imperfections in a non-
punitive manner helps employees feel at ease and open to
create new innovative ideas [15, 16]. EE will enhance PS and
33
encourage them to engage in identical sustainable behaviors
in their regular activities. Although there are several studies
on the findings of SL on followers [9, 17, 18], however, more
research is needed to identify the psychological connections,
strategies, and conditions that encourage employees to go
above and beyond their expectations as all employees’ desires
are motivated by PS which encourages innovative
implementation [19]. Psychological factors may play a role
in mediating the link between SL and sustainable
performance [20, 18].
Likewise, the literature examining the mediating factors
that magnifies the strength of SL over sustainable
performance of SMEs is deficient in correlation [21].
Sustainable performance of SMEs is contextual [13]. Thus, it
is vital to investigate latent moderating roles of certain
variables for having better understanding of not just
motivating the employees to accomplish sustainability, but
also the organizational environment that enables enterprises
to do so. In two aspects the study provides the literature on
sustainable development. Furthermore, this research provides
use of social learning theory to achieve goals [22], social
exchange theory [23], and job demands-resources model [24]
to explain how SL may influence sustainable performance of
SMEs by generating a psychologically safe atmosphere for
employees to take advantage of opportunities from a
sustainable development point of view.
Previous researchers have found a significant association
between leadership and PS [25], as well as PS and
performance [26]. Thus, the current study allows theoretical
contributions by investigating the moderating role of EE using
the job demands-resources model (JD-R) as well as the
moderating influence of EE on the relationship between SL
and sustainable performance of SMEs. Therefore, this study
adds the existing literature by examining the effect of SL on
PS and sustainable performance of SMEs along with the
mediating role of PS and moderating role of EE between PS
and sustainable performance of SMEs.
II. LITERATURE REVIEW
With the support of theoretical lens of social learning
theory and social exchange theory in combining SL and PS
to connect PS with sustainable performance of SMEs. As per
social learning theory individuals learn through social
interactions and observations [22]. SL provides PS as they
emphasize on polite labor relations, systematic revolution,
and intensive trainings [12]. Sustainable leaders are long-
term leaders who develop alliances among a variety of
stockholders [27]. Sustainable leaders create learning
environments that are beneficial for the goals of the
enterprises [28]. Employees' perceptions regarding PS are
affected by their learning cultures. According to social
learning theory, paying attention towards employees by
assisting them through offering harmonic and consonant
directives give a sense of safety to take risks and
communicate openly [29]. According to social exchange
theory in return to this employee will give sustainable
performance [23] in exchange for enhancing employee
engagement, emotional commitment, and distinguished with
their organizations [23, 30]. Likewise, PS allows employees
to learn advanced skills and methods for sustaining
performance. In this study, PS is viewed as a job need that
can influence sustainable performance of SMEs, but EE is
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34
viewed as an external resource. In terms of the job demands-
resources (JD-R) model [31], EE works as a job resource that
stimulates the influence of PS on sustainable performance of
SMEs. Subsequently, this research extends JD-R theory
theoretical perspective by looking at how EE can be used to
deal with workplace demands like psychological safety for
enhancing sustainability in the performance of SMEs.
A. Psychological Safety Dependence on Sustainable
Leadership
Psychological Safety (PS) refers to the work environment
where employees feel comfortable seem to express their
emotions, innovative ideas, and share relevant thoughts
pleasantly [20]. PS between employees is significantly
affected by behavior leadership [8, 32]. Characteristics of SL
are change orientation, extensive system thinking, tolerance,
strength, high credibility, and enthusiasm encourage
eagerness, monitoring, and development [33].
The presence of PS is expressed by the fair behavior of
leaders which explode voice behavior [19]. Furthermore,
employees have a lot of freedom to demonstrate themselves
because sustainable leaders extend their creative ideas [34].
Similarly, it has been discovered that the social responsibility
component of SL has a massive effect on PS [19]. Employees
may also feel comfortable and secure if leadership strategies
are seen as implicit in nature [35]. As a result, different levels
of PS are provided. Employees perceive their heads as
socially responsible and relevant for catering the needs of all
stakeholders which gives them comfortable feeling [36].
Employee’s sense-making is influenced by responsible
leaders, which leads to desirable consequences [37].
B. Sustainable Performance of SMEs Dependence of
Psychological Safety
Psychological Safety (PS) has a significant impact over
performance of SMEs at individual level, product level,
process level, team levels, and over innovation capability
[26]. SME performance at different levels dramatically
improves the collective impression of PS [38]. It is vital to
recognize that performance is measured in relation to
objective achievement. Employees perceived PS and
creativity are usually related [26].
A significant positive relationship between PS and
innovative performance [39, 40] as well as the acquisition of
knowledge [41] has been observed. Furthermore, according
to social exchange theory PS influence SMEs performance
[42]. Researchers argued that for engaging employees PS is
vital [43]. In contrast, lack of PS results in a significant loss
between economic and social elements for employees in
enterprises [39].
C. Mediating Impact of Psychological Safety
Psychologically safe working environment encourages
employees to share ideas and information discuss appropriate
resources and issues freely, request essential resources, and
raise issues and difficulties related to opportunities [44].
Leadership inspires followers to develop opportunistic
behavior, express their thoughts, perform experiments, and
innovate in a comfortable environment which further leads to
ideal performance [25]. Based on the argument, it is
suggested that SL influences sustainable performance by
developing PS.
D. Moderating Role of Employee Empowerment instrument. Afterwards the framework was tested using
Enterprises that make a tradeoff among ecological, structural equation modeling technique.
socioeconomic, and economic performance must prioritize
IV. DATA ANALYSIS AND RESULTS
their sustainability [45]. Petts [46] argued that compliance
has a substantial impact on performance. It has been After reaching a sample size of 100, data collection was
determined that SMEs can achieve sustainable performance ceased. Initially item loadings were conducted which
by integrating employee compliance, dedication, and moral confirmed that items used in the instruments for the
core values. Similarly, it has been discovered that EE has a measurement of variables were reliable. Collected data for EE,
positive influence [47]. Employees having competence and PS, SL, and Sustainable Performance of SMEs was analysed
self-determination demonstrate their values which affect their for reliability, validity, and discriminant validity of the
level of commitment. EE also affects the level of instruments with the help of Cronbach’s Alpha (CA),
commitment, whereas lack of EE is so critical that new Composite Reliability (CR), and Average Variance Extracted
induction is unavoidable [47]. (AVE). Items having factor loading above 0.7 were kept for
According to job dimensions theory, meaning and self- analysis. The calculated values are mentioned in table I.
determination have a major impact on performance [48]. TABLE I RELIABILITY AND VALIDITY
Employees enhance their efforts to complete their tasks Variables CA CR AVE
because of PS. In such environments employees hardly EE 0.957 0.963 0.721
expect difficulties and take initiatives objectively [49] where
their increased devotion leads to sustainable performance of PS 0.872 0.912 0.723
the enterprises. Therefore, it would be right to argue that, SL 0.834 0.889 0.666
where SL has a strong influence on PS and sustainable SPSME 0.909 0.925 0.578
performance of SMEs, likewise, PS is supposed to have a Later, to be sure that items used in a variable only
significant impact on sustainable performance of SMEs, at measures the variable that they intend to measure the test of
the same time importance of EE cannot be ignored which Discriminant Validity has been conducted and the findings
holds a moderating role. Thus, the following framework has are mentioned in table II:
been drawn. TABLE II DISCRIMINANT VALIDITY
Variables EE PS SL SPSME
Psychological EE 0.849
Safety
Sustainable PS 0.610 0.850
Sustainable Performance SL 0.491 0.496 0.816
Leadership of SMEs SPSME 0.547 0.439 0.574 0.760
Afterward, Structural Equation Modeling (SEM) was
Employee conducted to check the mediated moderation. In the model O
Empowerment represents the original sample, M represents sample mean,
STDEV represents Standard Deviation, T statistics are
Figure 1 Research Framework measured by dividing the original sample by standard
III. RESEARCH METHODOLOGY deviation. The results of SEM are mentioned in table III:
TABLE III PATH COEFFICIENTS
A quantitative causal study has been conducted to
understand the relationships between SL, PS, EE, and Hypothesis O M SDEV T Stats P Values
sustainable performance of SMEs with a moderating role of SL->SPSME 0.583 0.597 0.063 9.191 0.000
EE. To analyze the developed framework cross-sectional data SL->PS 0.496 0.492 0.102 4.841 0.000
has been collected through surveys. The instrument was
PS->SPSME 0.202 0.203 0.105 1.918 0.056
adopted from previous studies. Karachi, Gujranwala, Gujrat,
and Rawalpindi/Islamabad. Items for SL having nine items EE->SPSME 0.420 0.427 0.141 2.983 0.003
and sustainable performance of SMEs having 15 items were PS*EE-
taken from Iqbal, Ahmad, and Halim [30] likewise, PS having >SPSME 0.138 0.134 0.064 2.156 0.032
five items from Singh, Winkel, and Selvarajan [50] and 12 SL->PS-
items for EE from Lee and Kim [47]. All the variables have >SPSME 0.100 0.099 0.011 9.091 0.000
been measured using a five-point Likert scale [51]. The data The results of SEM highlighted that the direct impacts are
from 100 SMEs have been collected from owners and significant. SL has a significant impact on sustainable
managers of SMEs on the recommendations of Lei and performance of SMEs (β=0.583, t=9.191, P=0.000). The
Lomax [52]. The data was collected through cluster sampling findings of the study are in consistence with other previous
and proportionate sample size was taken from each city to get studies where it is claimed that sustainable leadership leads to
the fair participation of the three cities involved in the survey. sustainable performance [9, 28]. Likewise, SL has a
The lists of SMEs operating in the three cities was taken from significant impact on PS (β=0.496, t=4.841, P=0.000). The
findings of the study are in consistence with previous studies
the Chamber of Commerce and Industry of Lahore, Sialkot,
where it is claimed that sustainable leadership leads to
Faisalabad. Initially the external model was evaluated to
psychological safety of employees [41, 25]. However, PS has
check the reliability, validity, and discriminant validity of the an insignificant impact on sustainable performance of SMEs
(β=0.202, t=1.918, P=0.056). however, the mediating role of

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35
psychological safety was analysed using Hayes and Preacher
[53] method it showed a significant mediating role of PS
between SL and sustainable performance of SMEs (β=0.100,
t=9.091, P=0.000). the findings are in line with the prior
literature and strengthen the theory and enhanced the
explained variation in performance of SMEs and confirm the
mediating role of psychological safety [20, 19, 8]. The
analysis revealed that EE mediates between PS and SPSME.
When EE was introduced in the model it showed a significant
positive impact on sustainable performance of SMEs
(β=0.420, t=2.983, P=0.003). afterwards when the interaction
term was introduced to identify the moderating role over the
relationship between psychological safety and sustainable
performance, employee empowerment has also shown a
significant moderating impact (β=0.138, t=2.156, P=0.032).
this is also in line with the prior studies where moderating role
of employee empowerment has been analyzed [18, 43, 47].
V. DISCUSSIONS, CONCLUSIONS, AND RECOMMENDATIONS
The objective of this study was to investigate how SL
leads to the SPSME through PS along with investigating
moderating-mediation effects of EE using cross sectional
data collected from Pakistan. In developing countries like
Pakistan, the present research is the first empirical work that
investigated the relationship between SL, PS, EE, and the
sustainable performance of SMEs. The findings revealed that
SL has a significant impact on PS and sustainable
performance of SMEs because it’s the leadership that
incorporates confidence among the employees and they feel
secure and take aggressive decisions which mostly results in
sustainability of the SMEs because of high performance. The
findings revealed that the direct effect of PS is insignificant,
but the mediation analysis showed a significant mediating
role of PS. Likewise, EE holds a direct impact over
sustainable performance of SMEs and the moderating role of
the same on the relationship between PS and sustainable
performance of SMEs is also significant. The present findings
support the literature through empirical testing. The findings
are significant for the policymakers and have significant
managerial implications.
The findings support that if the leadership is sustainable
and the employees have confidence over their leadership,
they can take the decisions without any fear which
incorporates loyalty which enhances their productivity which
leads to sustainability in SMEs performance. Furthermore,
it’s the leadership that empowers the employees, and
employee empowerment strengthen the relationship between
PS and sustainable performance of SMEs. Thus, there is no
harm in saying that sustainable leadership is necessary for
sustainable performance. Sustainable leadership provides a
psychologically safe work environment and empower their
employees which creates synergy and leads to sustainable
performance of SMEs.
The findings of the current research have a few limitations
as well. Firstly, this research is cross-sectional in nature,
hence the effect of the same over a longer period has not been
catered. Thus, longitudinal studies may be able to better
explain the substantial connections analyzed in the study over
a longer period. Secondly, the data was gathered from the
owners of the SMEs from the different cities in Pakistan.
Therefore, additional data sources, like managers could also
be examined for improving the objectivity and reducing
biasness. Thirdly, the current study only focused on the
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36
psychological mechanism in mediating the association
between SL and sustainable performance of SMEs. One of
the most important limitations was that the study was
conducted in Pandemic and the findings may have affected
due to the current situations. Furthermore, research is needed
to determine the impact of multi-level leadership on insights
into how the model may work. Finally, conducting a
qualitative study may help in identification of any other
factors if any that may enhance the understanding about
sustainability in performance of SMEs with respect to
developing a country.
ACKNOWLEDGMENT
We would like to acknowledge University of Bahrain for
providing us the platform to share our research.
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