Empowering leadership: employee-related antecedents and consequences
- PDF / 624,135 Bytes
- 25 Pages / 439.37 x 666.142 pts Page_size
- 6 Downloads / 201 Views
Empowering leadership: employee-related antecedents and consequences Shenghui Wang 1 & Irene E. De Pater 2 & Ming Yi 3 Tsung-Pao Yang 5
& Yuchen
Zhang 4 &
# Springer Science+Business Media, LLC, part of Springer Nature 2020
Abstract We develop a theoretical model of empowering leadership that integrates role-based views of followership and social information processing theory and adds a reciprocal component to research on empowering leadership. Our theoretical model proposes that employee task performance and the quality of the supervisor-employee relationship serve as cues that shape supervisor empowerment behaviors, which, in turn, serve as cues that influence employee voice through employee state promotion focus. Data from 223 supervisor-employee dyads supported our hypotheses and showed that supervisors engage in more empowerment behaviors with employees who perform well and with whom they have a good relationship. Supervisors’ empowerment behaviors elicit a state promotion focus in employees, which stimulates these employees to express their concerns, ideas, and opinions in order to improve the functioning of the employee, the team, or the organization. Keywords Employee voice . Followership . Empowering leadership
Shenghui Wang, Irene E. De Pater and Ming Yi contributed equally to this work.
* Ming Yi [email protected] Shenghui Wang [email protected] Irene E. De Pater [email protected] Yuchen Zhang [email protected] Tsung-Pao Yang [email protected] Extended author information available on the last page of the article
S. Wang et al.
Empowering leadership: Employee-related antecedents and consequences Challenges related to the fast changing work environment and increasing global competition have compelled leaders to empower their employees in order to increase organizational effectiveness (Ahearne, Mathieu, & Rapp, 2005; Chen, Sharma, Edinger, Shapiro, & Farh, 2011). Empowering leadership is defined as “the process of implementing conditions that increase employees’ feelings of self-efficacy and control (e.g., participative decision making), removing conditions that foster a sense of powerlessness (e.g., bureaucracy), and allowing them the freedom to be as flexible as circumstances warrant” (Ahearne, Mathieu, & Rapp, 2005, p. 946). It involves empowerment behaviors such as power sharing and delegating authority; stimulating subordinates’ self-efficacy, learning, and development; motivating subordinates to work autonomously; and encouraging them to share information and express their opinions and ideas (Amundsen & Martinsen, 2014; Cheong, Spain, Yammarino, & Yun, 2016; Sharma & Kirkman, 2015). The increasing popularity of empowering leadership is not surprising (Feenstra, Jordan, Walter, & Stoker, 2020) because it has been found to be related to outcomes such as managerial effectiveness and increased performance, creativity, and organizational citizenship behaviors (e.g., Harris, Li, Boswell, Zhang, & Xie, 2014; Lee, Willis, & Tian, 2018; Maynard, Gilson, & Mathieu, 2012; Raub
Data Loading...
