Two faces of empowering leadership: Enabling and burdening

Cheong, Minyoung; Spain, Seth M.; Yammarino, Francis J.; Yun, Seokhwa

doi:10.1016/j.leaqua.2016.01.006

Cited by 228 publications

(333 citation statements)

References 63 publications

Supporting

Mentioning

291

Contrasting

Unclassified

Order By: Relevance

“…To identify relevant studies, we searched a number of databases, including Proquest, Web of Science, and EBSCO, until the year 2016 using keywords such as “Empowering Leader” and “Empowering Leadership.” This search was limited to journal articles, dissertations, book chapters, and conference proceedings. We also searched the reference lists from relevant review articles and the most recent papers (e.g., Cheong et al, ; Sharma & Kirkman, ). These publications were all scrutinized using the study inclusion criteria discussed below.…”

Section: Methodsmentioning

confidence: 99%

“…Some scholars argue that EL holds less value in connection with more routine tasks associated with core task performance as opposed to more discretionary or innovative behaviors (e.g., Martin, Liao, & Campbell, ). Further, it is argued that in some circumstances, EL may have a negative effect on task performance (e.g., Cheong et al, ). Accordingly, our analysis explores the cultural context (i.e., vertical‐collectivistic vs. horizontal‐individualistic), the level of industry capital intensity, and followers' organizational tenure as potential moderators of the link between EL and individual task performance.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Empowering leadership: A meta‐analytic examination of incremental contribution, mediation, and moderation

2017

View full text Add to dashboard Cite

Summary The concept of empowering leadership (EL) has seen increasing scholarly interest in recent years. This study reports a meta‐analysis investigating the effects of EL on employee work behavior. On the basis of data from 105 samples, we found evidence for the positive effects of EL on performance, organizational citizenship behavior, and creativity at both the individual and team levels. We further examined these relationships by exploring potential boundary conditions and the incremental contribution of EL over transformational leadership and leader–member exchange. Furthermore, at the individual level, both trust in leader and psychological empowerment mediated the relationships of EL with task performance, organizational citizenship behavior, and creativity. We also found evidence that leader–member exchange was a significant mediator between EL and task performance. At the team level, empowerment mediated the effects of EL on team performance, whereas knowledge sharing showed no significant indirect effect. Our results have important theoretical and practical implications and suggest some areas that require further research.

show abstract

Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Empowering leadership: A meta‐analytic examination of incremental contribution, mediation, and moderation

2017

View full text Add to dashboard Cite

show abstract

“…That way, high n Aff may increase followers’ work-related strain and ultimately undermine the positive impact we assumed. Cheong et al (2016), however, found that, overall, empowering behaviors more strongly enabled than burdened followers. Rather than inducing stress, high n Aff may attenuate a leader’s drive to enforce performance expectations and monitor the goal pursuit.…”

Section: Discussionmentioning

confidence: 90%

“…Studies have found empowering leadership to positively relate to followers’ performance (e.g., Srivastava et al, 2006; Vecchio et al, 2010). Yet, Cheong et al (2016) recently showed that empowering leadership could also be a burden diminishing their performance. Relating to Langfred and Moye (2004), the authors reason that if followers are granted autonomy and job decision latitude, they would be cognitively distracted from performing tasks.…”

Section: Discussionmentioning

confidence: 99%

“…Relating to Langfred and Moye (2004), the authors reason that if followers are granted autonomy and job decision latitude, they would be cognitively distracted from performing tasks. This interference and the necessity to take inconvenient decisions cause stress in followers and negatively impact their performance (Cheong et al, 2016). An interacting n Aff makes leaders more aware of and confident in their followers’ abilities (Kanungo and Mendonca, 1996) and drives their desire to help others develop.…”

Section: Discussionmentioning

confidence: 99%

See 1 more Smart Citation

Need for Affiliation as a Motivational Add-On for Leadership Behaviors and Managerial Success

2016

View full text Add to dashboard Cite

In a sample of 70 leader-follower dyads, this study examines the separate and interactive effects of the leaders’ implicit needs for power, achievement, and affiliation on leadership behaviors and outcomes. Results show that whereas the need for achievement was marginally associated with follower-rated passive leadership, the need for affiliation was significantly related to ratings of the leaders’ concern for the needs of their followers. Analyzing motive combinations in terms of interactive effects and accounting for the growing evidence on the value of affiliative concerns in leadership, we assumed the need for affiliation would channel the interplay among the needs for power and achievement in such a way that the leaders would become more effective in leading others. As expected, based on high need for achievement, the followers were more satisfied with their jobs and with their leaders and perceived more transformational leadership behavior if power-motivated leaders equally had a high need for affiliation. Moreover, the leaders indicated higher career success when this was the case. However, in indicators of followers’ performance, the three-way interaction among the needs for power, achievement, and affiliation did not account for additional variance.

show abstract

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

Rai

Kim

2021

Human Resource Dev Quarterly

View full text Add to dashboard Cite

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.

show abstract

Two faces of empowering leadership: Enabling and burdening

Cited by 228 publications

References 63 publications

Empowering leadership: A meta‐analytic examination of incremental contribution, mediation, and moderation

Empowering leadership: A meta‐analytic examination of incremental contribution, mediation, and moderation

Need for Affiliation as a Motivational Add-On for Leadership Behaviors and Managerial Success

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

Contact Info

Product

Resources

About