Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates

Huang, Xu; Iun, Joyce; Liu, Aili; Gong, Yaping

doi:10.1002/job.636

Cited by 307 publications

(373 citation statements)

References 106 publications

(147 reference statements)

Supporting

Mentioning

347

Contrasting

Unclassified

Order By: Relevance

“…From the first wave survey, we collected 375 useful responses (124, 139, and 112 from three companies respectively) from 27 departments, which resulted in a response rate of 92.1%. This response rate is close to other studies receiving strong support from senior managers (Huang, Iun, Liu, & Gong, 2010;Liden, Wayne, & Sparrowe, 2000).…”

Section: Sample and Data Collectionsupporting

confidence: 86%

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Zhu

He²,

Treviño

et al. 2015

The Leadership Quarterly

154

129

View full text Add to dashboard Cite

Previous studies have established the relationship between ethical leadership and a variety of positive follower outcomes. They have investigated a number of psychological mechanisms that mediate these relationships. In terms of mediators, follower organizational identification has been found to mediate the relationship between ethical leadership and follower job performance. In this research, we incorporate a second distinct and theoretically important type of social identification process, relational identification with the leader, along with organizational identification, and examine their mediating effects on follower performance and voice outcomes. Further, we bring the implicit theory of morality to the behavioral ethics literature and examine follower morality beliefs as a moderator. Using a Romanian sample of 302 followers under the supervision of 27 leaders, we found that ethical leadership has an indirect effect on follower job performance and voice (through the mediating mechanisms of both organizational and relational identifications) and that these relationships are stronger for followers who held the implicit theory that a person's moral character is fixed. Theoretical and practical implications are discussed.Keywords: Ethical leadership; relational identification; organizational identification; voice; implicit theory of morality (Mayer et al., 2012;Stouten et al., 2010). Recently, more attention has been paid to understanding the mediating mechanisms that underlie these relationships. The ethical leadership construct was initially proposed to rely on social learning processes to produce its effects (Brown et al., 2005). More recently, researchers have emphasized the prominent role of social identification processes by focusing on organizational identification as a mediator . We propose a model that includes two types of social identification mechanisms as mediators and that proposes a moderator of these effects that is new to the behavioral ethics literature, implicit morality beliefs.Identification processes have previously been proposed as a potential mediating mechanism (e.g., Brown & Mitchell, 2010) in the ethical leadership/outcome relationship . We expand the prior exclusive focus on organizational identification to account for the likely important role played by an employee's relational identification with the leader. Relational identification represents the extent to which one defines oneself in terms of a given role-relationship (Sluss & Ashforth, 2007), in this case, Perhaps more importantly, we propose that these identification processes will operate differently for employees holding different implicit morality beliefs. Individuals hold and utilize different implicit theories to make sense of the social world (Gopnik & Wellman, 1994;Kelly, 1955). These beliefs represent unspoken assumptions that can influence how people understand and structure their experiences. Although the implicit theory of managers has been shown to influence procedural justice and performance appraisal of...

show abstract

Section: Sample and Data Collectionsupporting

confidence: 86%

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Zhu

He²,

Treviño

et al. 2015

The Leadership Quarterly

154

129

View full text Add to dashboard Cite

show abstract

“…The motivational model is most commonly used to explain the relationship between empowering leadership behavior and subordinate intrinsic motivation (Huang, Iun, Liu & Gong, 2010). It is assumed that empowerment as sharing power is an incomplete conceptualization without taking into account the motivational effect on employees (Conger & Kanugo, 1988).…”

Section: Empowerment Expectation Gaps and Intrinsic Motivationmentioning

confidence: 99%

“…The motivational model posits that the empowering behavior of leaders increases the degree to which subordinates participate in decision-making, experience greater novelty and challenge, and feel more centrally involved in the work process (Cordery et al, 2010). This will, in turn, foster the subordinate experience of intrinsic motivation (Huang et al, 2010). This relationship, however, is dependent on whether the subordinates take ownership of the delegated decision-making responsibilities and duties (Quinn & Spreitzer, 1997).…”

Section: Empowerment Expectation Gaps and Intrinsic Motivationmentioning

confidence: 99%

Mutuality in leader–subordinate empowerment expectation: Its impact on role ambiguity and intrinsic motivation

Humborstad

Kuvaas

2013

The Leadership Quarterly

View full text Add to dashboard Cite

Drawing on leader role set theory, we examine the relationship between the congruence of leaders' and subordinates' empowerment expectations and subordinates' experiences of role ambiguity and intrinsic motivation. Based on cross-level polynomial regression analysis using 168 subordinates and 33 leaders, the results indicated that the relationship between congruence and role ambiguity and intrinsic motivation vary depending on whether leaders misevaluate subordinate empowerment expectations, as well as whether the expectations match. Specifically, subordinates had low role ambiguity and low intrinsic motivation when leaders' and subordinates' empowerment expectations matched at low levels and when leaders underestimated subordinates' empowerment expectations. However, subordinates had low role ambiguity and high intrinsic motivation when expectations matched at high levels.Furthermore, role ambiguity was high and intrinsic motivation was low when the leaders overestimated subordinates' empowerment expectations. Theoretical and practical implications are discussed.

show abstract

“…The empowerment of employees is largely dependent on management's ability to exhibit a leadership style that supports involvement and the creation of a safe environment, where employees feel comfortable in raising any concerns, even if it contradicts management's opinion or traditional procedures (Huang, Iun, Liu, and Gong, 2010;Mantere and Vaara, 2008). Intolerance towards 168 failure and persecution of people who voice issues and risks can be destructive for ERM's success (Drew, Kelley, and Kendrick, 2006).…”

Section: Introductionmentioning

confidence: 99%

“…While the effect of a participative leadership style and empowerment of employees has been widely tested on employee behaviour and motivation (e.g. and company performance (Huang et al, 2010), the effect on risk management outcomes has been largely neglected.…”

Section: Introductionmentioning

confidence: 99%

Strategic Risk Management

Lam¹

2017

Implementing Enterprise Risk Management

View full text Add to dashboard Cite

Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates

Cited by 307 publications

References 106 publications

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs

Mutuality in leader–subordinate empowerment expectation: Its impact on role ambiguity and intrinsic motivation

Strategic Risk Management

Contact Info

Product

Resources

About