A review of the effectiveness of empowering leadership

Cheong, Minyoung; Yammarino, Francis J.; Dionne, Shelley D.; Spain, Seth M.; Tsai, Chou-Yu

doi:10.1016/j.leaqua.2018.08.005

Cited by 264 publications

(365 citation statements)

References 141 publications

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Section: Introductionmentioning

confidence: 99%

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confidence: 99%

“…Second, empowering leadership research has primarily focused on consequences of empowering leadership, while overlooking its antecedents (Cheong, Yammarino, Dionne, Spain, & Tsai, 2018;Lee, Willis, & Tian, 2018;Sharma & Kirkman, 2015). For instance, in their review examining the effectiveness of empowering leadership, Cheong et al (2018) lament the dearth of empirical studies examining antecedents of empowering leadership and suggest that identifying why leaders decide to empower is a critical next step for moving the empowering leadership literature forward. Given that the empowering process can be described as a dyadic phenomenon, that is produced not only by leaders but also by followers (Hakimi, Van Knippenberg, & Giessner, 2010;Sharma & Kirkman, 2015), investigating follower characteristics (i.e., proactive personality) as antecedent to empowering leadership offers a new avenue for future research to better understand why leaders decide to (or not to) empower their employees.…”

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Examining why employee proactive personality influences empowering leadership: The roles of cognition‐ and affect‐based trust

Han

Harold

Cheong

2019

J Occupat & Organ Psyc

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We integrate followership theory and trust theory to understand the role of employees' proactivity on their leaders' attitudes, cognitions, and behaviours. We propose that (1) employees' proactive personality engenders their leaders' cognition‐ and affect‐based trust, which in turn positively influences empowering leadership; (2) the indirect effects of proactive personality on empowering leadership via cognition‐ and affect‐based trust are contingent on the level of employee task performance and organizational citizenship behaviour, respectively; and (3) the indirect effect of proactive personality on empowering leadership via affect‐ (cognition‐) based trust is stronger when the level of cognition‐ (affect‐) based trust is high rather than low. We conducted two‐wave study, with a sample of 116 supervisor–employee dyads from a large petrochemical firm in South Korea to test proposed effects. Results suggest that leaders' affect‐based trust, but not cognition‐based trust, served to mediate the effect of proactive personality on empowering leadership. Moreover, the results further support that the positive mediation of leaders' affect‐based trust on empowering leadership was present when leaders' cognition‐based trust was high, but not when it was low. Implications for future research are discussed. Practitioner points Leaders report a greater level of trust in employees with a more proactive personality. Leaders are more likely to empower employees in whom they have higher levels of both affect‐based and cognition‐based trust; in other words, employees who they like more and believe to be more competent. To help promote empowering, organizations might consider selecting on the basis of proactive personality and fostering a culture that promotes employee proactivity.

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Section: Introductionmentioning

confidence: 99%

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confidence: 99%

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confidence: 99%

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Examining why employee proactive personality influences empowering leadership: The roles of cognition‐ and affect‐based trust

Han

Harold

Cheong

2019

J Occupat & Organ Psyc

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“…The moderating role of customer orientation. Although both team-and individual-directed empowering leadership have been shown to relate to individual level motivational states (Cheong et al, 2019;Seibert et al, 2011), the question of who benefits from empowering leadership has not been fully addressed. Specifically, while much of the extant research has examined myriad boundary conditions of the empowering leadership-motivational state (psychological empowerment) relationship (Sharma and Kirkman, 2015), there is a dearth of research on when empowering leadership relates to thriving at work.…”

Section: H4c H4amentioning

confidence: 99%

“…Our study provides several important contributions to the service management literature. First, while empowering leadership has been shown to influence employees' attitudinal and behavioral outcomes (Chen et al, 2007;Cheong et al, 2019;Sharma and Kirkman, 2015;Zhang and Bartol, 2010), it is still not clear how it can motivate individuals with different levels of customer orientation. The authors address this gap by examining how team-level empowering leadership and individual-level customer orientation interactively affect thriving at work.…”

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confidence: 99%

Customer service at altitude: effects of empowering leadership

Aryee

Kim

Zhou

et al. 2019

IJCHM

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Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractPurpose -This paper aims to examine how team-level empowering leadership related to service performance through thriving at work and how shared organizational social exchange and customer orientation moderated the latter relationships.Design/methodology/approach -The authors collected the data from 283 flight attendants and their supervisors working at a major Korean airline. Multi-level analyses were used to test the effect of empowering leadership on employee outcomes.Findings -Both team-level empowering leadership and customer orientation were significantly and indirectly associated with service performance via thriving at work. Additionally, customer orientation significantly moderated the relationship between team-level empowering leadership and thriving at work such that the relationship was stronger when customer orientation was low rather than high. In addition, shared organizational social exchange augmented the influence of team-level empowering leadership on service performance but not on thriving at work.Practical implications -The findings suggest that team-level empowering leadership is more effective in enhancing thriving at work of employees when their customer orientation is low rather than high. In addition, a shared high-quality organizational social exchange augments the effect of empowering leadership on employees' service performance.Originality/value -This paper provides initial evidence of the interaction of team-level empowering leadership and individual´-level customer orientation on thriving at work and service performance. Additionally, it documents the differential augmenting effect of shared organizational social exchange on the relationship between empowering leadership and these outcomes. Collectively, the findings explain why and when team-level empowering leadership relates to service performance.

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Empowering leadership and followers' good and bad behaviors: A dual mediation model

Rai

Kim

2021

Human Resource Dev Quarterly

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Drawing from social exchange theory and conservation of resources theory, the present study examines the effects of empowering leadership on followers' innovative work behavior (IWB) and organizational deviance through two underlying psychological mechanisms: (a) by developing followers' trust in leader and (b) by lowering followers' emotional exhaustion. The model was tested using a sample of 343 full-time Indian managerial employees who completed surveys at two time points separated by an approximate 2-week interval. Results from structural equation modeling supported the hypothesized model, suggesting that empowering leadership elicited greater trust in the leader and lowered emotional exhaustion, both of which made followers engaged in more IWB and less organizational deviance. Together, these findings highlight the importance of both social exchange-based and resource-based underlying mechanisms explaining why empowering leadership promotes desirable and reduces undesirable work behaviors of followers. Theoretical and practical implications are discussed.

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A review of the effectiveness of empowering leadership

Cited by 264 publications

References 141 publications

Examining why employee proactive personality influences empowering leadership: The roles of cognition‐ and affect‐based trust

Examining why employee proactive personality influences empowering leadership: The roles of cognition‐ and affect‐based trust

Customer service at altitude: effects of empowering leadership

Empowering leadership and followers' good and bad behaviors: A dual mediation model

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