Sink or Swim: Empowering Leadership and Overload in Teams' Ability to Deal with the Unexpected

Magni, Massimo; Maruping, Likoebe M.

doi:10.1002/hrm.21561

Cited by 53 publications

(34 citation statements)

References 97 publications

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“…This is unfortunate, as leadership is intimately connected with team-level activities, and empowering leadership behaviors can facilitate team performance and functioning. Indeed, the limited research has found that empowering leadership was positively related to team efficacy, empowerment, knowledge sharing, and team performance (G. Chen, Kirkman, Kanfer, Allen, & Rosen, 2007;Magni & Maruping, 2013;Srivastava et al, 2006;Tung & Chang, 2011).…”

Section: Literature Search and Inclusion Criteriamentioning

confidence: 99%

Employee Responses to Empowering Leadership: A Meta-Analysis

Kim

Beehr

Prewett

2018

Journal of Leadership & Organizational Studies

207

229

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A recent and growing number of studies examined how empowering leadership influences employee outcomes. At the individual level, we meta-analyzed 55 independent samples to determine the association between empowering leader behaviors and subordinates' responses. Results confirmed the positive links of empowering leadership with evaluations of the leader as well as with employee motivation and resources, attitudes, and performance; the strongest correlation was between empowering leadership and attitudes towards the leader (ρ = .59), whereas the weakest correlation was for empowering leadership with behavioral and performance outcomes (ρ = .31). However, the relationship of empowering leadership with subordinates' emotions was not significant. Examination of potential moderators, including rating sources, nationality of sample, gender, and industry, did not explain much of the heterogeneity in the results. In sum, findings highlight the potential benefit of empowering leadership for individual and organizational outcomes. Thus, more knowledge about what causes empowering leadership could be useful.

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Section: Literature Search and Inclusion Criteriamentioning

confidence: 99%

Employee Responses to Empowering Leadership: A Meta-Analysis

Kim

Beehr

Prewett

2018

Journal of Leadership & Organizational Studies

207

229

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“…Thriving at work enables employees to acquire knowledge which contributes towards their continued confidence building. This resulting knowledge accumulation increases these employees' abilities to spot more organizational opportunities for improving their organizational processes (Magni & Maruping, 2013). Furthermore, these employees have high work engagement, coupled with intrinsic motivation and willingness, to solve organizational issues and to improve team performance (Zhang & Bartol, 2010).…”

Section: The Moderating Effect Of Thriving At Workmentioning

confidence: 99%

Unique Contextual Conditions Affecting Coworker Knowledge Sharing and Employee Innovative Work Behaviors

Shah

Afsar

Shahjehan

2020

Revista De Psicología Del Trabajo Y De Las Organizaciones

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Drawing on a componential model of creativity, this study examines how coworker knowledge sharing drives employee innovative work behaviors in the workplace. Furthermore, the moderating effect of situational factor (supervisor knowledge sharing) and personal factor (employee thriving) were analyzed to explore the unique contextual conditions which could influence this relationship. A sample of 374 employees across a variety of jobs and industries was used to test these relationships. Supervisor knowledge sharing was hypothesized to dampen, while employee thriving at workplace was hypothesized to strengthen the positive relationship between coworker knowledge sharing and employee innovative work behaviors. Results of the hierarchal multiple regression, plots, and slope analysis confirmed the hypothesized relationships. The theoretical and practical implications for employee innovative work behavior at work are discussed.

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“…In contrast, time pressure appears to limit not only the positive potential of cross‐training for the decision‐making speed of such teams (McCann, Baranski, Thompson, & Pigeau, ) but also the positive potential of team cohesion for the performance of student teams (Zaccaro, Gualtieri, & Minionis, ). Thus, in contrast to the research that conceptualizes stressors as predictors, team‐level studies conceptualizing job characteristics such as work overload (Magni & Maruping, ; Schippers et al, ) and time pressure (McCann et al, ; Zaccaro et al, ) as moderators rather than predictors suggest that individual‐level stressor frameworks are still insufficiently accounted for at—and extended to—the team level.…”

Section: A Multilevel Framework Of Stressors and Demands In Teamsmentioning

confidence: 97%

“…Whereas work overload seems to inhibit the positive relationships that team resources have with both team resilience and team performance (Meneghel, Martinez, & Salanova, ), it may constitute a condition under which task conflicts benefit team performance (Bang & Park, ). Similarly, although work overload tends to limit the positive effects that team improvisation has on team performance (Magni & Maruping, ), it may strengthen the positive effect of team reflexivity on team innovation (Schippers, West, & Dawson, ). Although workload does not seem to alter the degree to which familiarity among team members is beneficial for a team's success in the military context (Espevik, Johnsen, & Eid, ), it hampers the positive effect of a team's adaptation and coordination training on its performance (Serfaty, Entin, & Johnston, ).…”

Section: A Multilevel Framework Of Stressors and Demands In Teamsmentioning

confidence: 99%

A multilevel review of stressor research in teams

Razinskas

Hoegl

2019

J Organ Behavior

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The contemporary work environment is characterized by an ongoing trend to embed employees in teams because of their expected abilities for handling complex tasks and integrating diverse sets of knowledge and skills. However, leveraging this potential is endangered by stimuli within and outside of teams that take a toll on cohesion and teamwork among team members. Understanding the role that stressors and demands play in the work-related functioning of teams and their members is therefore an increasingly important challenge in the organizational behavior literature.Whereas research on stressors and demands has primarily focused on the individual level, we expand the research scope by considering these phenomena to be multilevel. We perform an interdisciplinary review of the literature on these stimuli in teams and show how related research, such as that on destructive leadership, may benefit from a more balanced account and integration of frameworks on stressors.Our multilevel review is informative for the literature on stressors and demands at the individual and team levels, as it offers an important conceptual grounding for how and why various stimuli in this social environment differentially influence both the collective entity and its individual team members.

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Sink or Swim: Empowering Leadership and Overload in Teams' Ability to Deal with the Unexpected

Cited by 53 publications

References 97 publications

Employee Responses to Empowering Leadership: A Meta-Analysis

Employee Responses to Empowering Leadership: A Meta-Analysis

Unique Contextual Conditions Affecting Coworker Knowledge Sharing and Employee Innovative Work Behaviors

A multilevel review of stressor research in teams

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