Empower me or not? Influence of societal culture

Abstract

PurposeThe purpose of this paper is to empirically investigate the relationships between societal culture value dimensions and employee preferences for empowerment behaviors by managerial leaders across societal cultures. To do this, the authors synthesize the extant literature to underpin this study and to set the research agenda for future empirical work.Design/methodology/approachUsing field survey research method, the authors obtain and analyze data from ten samples in eight geographically and culturally diverse societies from a global longitudinal study of preferred managerial leader behavior.FindingsCultural value dimension predictor variables affect employee preferences for leader empowerment behaviors in the societies studied. Some significant effects of gender and organizational factors on these relationships were found.Research limitations/implicationsFuture research should expand upon variations in the meaning of employee empowerment across cultures, consider other cultural models and theories, and a more extensive set of personal, organizational and relational factors.Practical implicationsEmployee preferences for leader empowerment behaviors are more likely the result of the interplay, exchange and trade-offs between cultural, personal and organizational values. The effectiveness of employee empowerment is contingent upon well-designed training programs aligning management and worker values, goals and tasks.Originality/valueThe authors offer more realistic, objective and evidence-based insights into the cultural influences on the effectiveness of empowerment and employee cognitions towards it than the extant, conceptually and methodologically compromised, strategic cross-cultural studies.