Matching leadership styles with employment modes: strategic human resource management perspective

Liu, Wei; Lepak, David P.; Takeuchi, Riki; Sims, Henry P.

doi:10.1016/s1053-4822(02)00102-x

Cited by 118 publications

(121 citation statements)

References 78 publications

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“…Accordingly, such work characteristics require particular forms of leadership, and in this regard EL has been proposed to be a more effective approach compared with among others, directive, transactional, and transformational leadership (Liu, Lepak, Takeuchi, & Sims, 2003). Considering that leadership in general is described as a process of influencing others (Yukl, 2010), to empower is more about giving influence to than having influence over.…”

Section: Theoretical Underpinning Of Empowering Leadership Central Inmentioning

confidence: 99%

Empowering leadership: Construct clarification, conceptualization, and validation of a new scale

Amundsen

Martinsen

2014

The Leadership Quarterly

344

420

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In this paper we discuss key aspects of empowering leadership as a basis for conceptualizing and operationalizing the construct. The conceptualization resulted in eight behavioral manifestations arranged within three influence processes, which were investigated in a sample of 317 subordinates in Study 1. The results supported the validity and reliability of a two-dimensional, 18-item instrument, labeled the Empowering Leadership Scale (ELS).In Study 2 (N = 215) and Study 3 (N = 831) the factor structure of ELS was cross-validated in two independent samples from different work settings. Preliminary concurrent validation in Study 1 and 2 found that ELS had a positive relationship to several subordinate variables, among others self-leadership and psychological empowerment. In Study 3 ELS was compared with scales measuring leader-member exchange (LMX) and transformational leadership. Discriminant validity was supported, and moreover, ELS showed incremental validity beyond LMX and transformational leadership when predicting psychological empowerment. The notion of empowerment was introduced in the field of management in the 1980s, and seems based on a need for an organizational concept that could promote employee productivity (Bartunek & Spreitzer, 2006) relative to fundamental technological and commercial changes that took place both in businesses and the public sector (Fernandez & Moldogaziev, 2011;Hill & Huq, 2004). These changes led to, among others, increased customer/client orientation, more flexible, flattened, and decentralized organization designs, and improvements in quality and efficiency for most organizations. The nature of work has also changed substantially in the last decades by becoming more complex and cognitively demanding (Humphrey, Nahrgang, & Morgeson, 2007), and highly skilled and educated "knowledge workers" have become the core of a rapidly growing segment of the workforce (Parker, Wall, & Cordery, 2001). KeywordsIn this changing "landscape" empowering leadership (EL) has emerged as a particular form of leadership, distinct from other approaches such as directive, transactional, and transformational leadership (Pearce et al., 2003). At its core, employee empowerment involves enhanced individual motivation at work through the delegation of responsibility and authority to the lowest organizational level where a competent decision can be made (Conger & Kanungo, 1988;Thomas & Velthouse, 1990). As such, EL may generally be defined as (2000) noted that there is little theory focusing on the role of effective empowering leader behavior, which seems equally valid today. We therefore aimed to fill some of this lack and additionally identify key mediators of EL. Accordingly, the main purpose of the present paper is, at the individual level of analysis, (1) to theoretically underpin and define EL as guideline for (2) conceptualization and operationalization of the construct, (3) to identify central mediators, and (4) to build, refine, and validate a new instrument to measure the construct. We in...

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Section: Theoretical Underpinning Of Empowering Leadership Central Inmentioning

confidence: 99%

Empowering leadership: Construct clarification, conceptualization, and validation of a new scale

Amundsen

Martinsen

2014

The Leadership Quarterly

344

420

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“…An owner with an entrepreneurial orientation evokes in employees a sense of being part of a 'winning team' (De Clercq and Rius 2007). The entrepreneurial orientation of the ownermanager energises motivation as a substitute for formal HPWP systems (Liu et al 2003). In addition, motivation practices are relatively expensive, and their contribution to the entrepreneurial strategy of the firm could be judged as marginal since, as a result of a highly entrepreneurial orientation, employees are already motivated and there is no need for further motivation development.…”

Section: Entrepreneurial Orientationmentioning

confidence: 99%

High performance work practices in small firms: a resource-poverty and strategic decision-making perspective

2012

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High performance work practices (HPWPs) are human resource management practices aimed at stimulating employee and organisational performance. The application of HPWPs is not widespread in small organisations. We examine whether the implementation of coherent bundles of HPWPs (aimed at employee ability, employee motivation or at the opportunity to perform) depends on the scarcity of resources, as reflected in the size of the company, and on strategic decision-making in small firms related to the owner's expertise and attitudes. In our research, a total of 211 employees from 45 small organisations were asked to rate the presence of HPWPs in their organisation. These averaged perceptions were linked to information provided by the owner-managers on the size of their firm and their own expertise and attitudes. The findings support that smaller but coherent bundles of HPWPs can be found in small organisations and that the implementation of these bundles depends on available resources, strategic decision-making and the combination of the two. These findings highlight the need to integrate the notions of resource poverty and strategic decision-making to understand the uptake of bundles of HPWPs within small firms.Keywords High performance work system Á Entrepreneurial orientation Á Small firms Á Human resource management Á Resource poverty Á Strategic decision making Á Best-practice awareness Á Innovative HR vision

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“…According to Humphreys (2002) and Liu et al (2003) caused the concept popularized by Bass in 1985, that can hold the concept of leadership that have a broad spectrum, including behavioral approaches, including situational contingency approach. The emergence of a reaction in the form of attitude, commitment, turnover intensi organization and job satisfaction decreases during the perception of job insecurity (Ashford et al, 1989;Rosenblatt & Ruvio, 1996in Wening & Chirumbolo, 2005 found that job insecurity is correlated negatively with the performance and positive with the attendance.…”

Section: Introductionmentioning

confidence: 99%

The Influence of Leadership Styles, Work Environment and Job Satisfaction of Employee Performance—Studies in the School of SMPN 10 Surabaya

Priyono¹

2015

IES

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This research aims to know and test the influence of leadership styles, work environment and job satisfaction of employees on performance.Research methods with the use of a quantitative approach, the population in this study as many as 45 people while the sample in this research is 45 people. In this study the researchers data analysis using SPSS Statistical computer program version 20.0.The results of this research is the leadership style has an impact on performance, the work environment also have an impact on performance, job satisfaction has an impact on performance, and leadership style, work environment and job satisfaction of influential performance signifiicant.

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Matching leadership styles with employment modes: strategic human resource management perspective

Cited by 118 publications

References 78 publications

Empowering leadership: Construct clarification, conceptualization, and validation of a new scale

Empowering leadership: Construct clarification, conceptualization, and validation of a new scale

High performance work practices in small firms: a resource-poverty and strategic decision-making perspective

The Influence of Leadership Styles, Work Environment and Job Satisfaction of Employee Performance—Studies in the School of SMPN 10 Surabaya

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