Abstract
Research on psychological empowerment consistently shows positive relations between empowerment and work-related outcomes like organizational performance, making empowerment a key issue for both scholars and practitioners in the field of management and organizational behavior. Since the 80s, organizations largely switch from hierarchical to more boundary spanning network-based structures and empowerment theory has not been adjusted to this transformation. We present a model that explains how,(a) social networks (instrumental, primary, internal and external) affect the psychological empowerment of employees, (b) employees play an active role in their empowerment process when (deliberately) directing their social networks, (c) behavioral consequences of initial levels of psychological empowerment affect future levels of psychological empowerment, and (d) ‘relational leadership’ – leadership focusing on relations between employees or organizational groups – can be a mean to direct employees in the formation ...
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