Abstract
This study examines the contribution of empowering leadership to adaptive performance, considering three contingency factors (organizational climate, nature of work, workers’ seniority). A prospective questionnaire study (n=571) indicated, in line with the hypothesis, that empowering leadership was positively related to adaptive performance three months later. As expected, the contribution of empowering leadership on adaptive performance is contingent in regard to the organizational climate of innovation. However, its contribution does not fluctuate according to the nature of the work and workers’ seniority. Exploratory analyses investigate the linearity of the relationship between empowering leadership and adaptive performance, as well as the contribution of empowering leadership dimensions to adaptive performance. The theoretical and practical implications are discussed.
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