Social Learning in Empowering Leadership: A Moderated Mediation Analysis

Gukdo Byun,Soojin Lee

doi:10.3390/su131810137

Gukdo Byun, Soojin Lee

Open Access

https://doi.org/10.3390/su131810137

Copy DOI

Abstract

This study suggests a comprehensive social learning model of empowering leadership by focusing on the antecedents and processes of empowering leadership. Data were obtained from subordinate–supervisor dyads from the South Korean Army. The results support the social learning of empowering leadership. Specifically, the empowering leadership of high-level leaders facilitates that of low-level leaders, and this relationship is mediated by leader-leader exchange (LLX). Additionally, the results confirm the existence of a moderated mediation relationship among the constructs of interest; that is, the exchange ideology of low-level leaders moderates the relationship between LLX and their empowering leadership, such that the relationship is stronger when the exchange ideology is weak rather than strong. Thus, a weak exchange ideology strengthens the indirect effects of the empowering leadership of high-level leaders on that of low-level leaders through LLX. Theoretical and practical implications are also discussed.

Highlights

Leadership is one of the most crucial contextual factors to enhance organizational effectiveness [1,2,3]
The results showed that the proposed four-factor model fitted the data well (χ2 (98) = 215.86, p < 0.01, CFI = 0.96, TLI = 0.95, RMSEA = 0.07), and was significantly better than a three-factor model combining high-level empowering leadership and leader-leader exchange (LLX)
(χ2 (101) = 265.17, p < 0.01, CFI = 0.93, TLI = 0.92, RMSEA = 0.09); a two-factor model combining high-level empowering leadership, LLX, and exchange ideology of low-level leaders (χ2 (103) = 455.37, p < 0.01, CFI = 0.86, TLI = 0.84, RMSEA = 0.13); and a one-factor model combining all variables into one factor (χ2 (104) = 860.67, p < 0.01, CFI = 0.71, TLI = 0.66, RMSEA = 0.19)

Summary

Introduction

Leadership is one of the most crucial contextual factors to enhance organizational effectiveness [1,2,3]. Empowering leadership refers to the actions of a leader that accompany the process of sharing their power or more responsibilities and autonomy with members [9,10]. Considerable research has demonstrated that empowering leadership increases organizational commitment [1,11], job satisfaction [12,13], employee creativity [14,15,16], and team performance [17]. Many empirical studies have documented a significant positive relationship between empowering leadership and desirable work delivery by members, there has been a lack of research on the antecedents and processes of such leadership. This study investigates the antecedents of empowering leadership vis-à-vis the social learning theory [18], which posits that individuals learn and imitate behaviors when forming their own attitudes and behaviors. This study examines the effects of the empowering leadership of high-level leaders (leader’s leader or leader’s supervisor) on that of low-level leaders

Methods

Results

Conclusion