Leadership Empowerment Research Articles

How Moral Character Strengths Pay in Work: The Complementary Role of Self-Control and Self-Confidence in Influencing Ethical Leadership, that Consequently Affect Leader Outcomes

The exceeding number of studies proposes that leadership skills, ability, knowledge, and outcomes can be enhanced by leader character strengths. In this study, we explained how character strengths affect self, leader, and work-related outcomes. For this, we proposed a theoretical framework modifying Sosik et. al. (2019) model to incorporate Empowering leadership, and Leader Self-confidence as an outcome and moderator, respectively. We hypothesize that Moral character strength like 1. Honesty, 2. Empathy, and 3. Moral courage leads to ethical leadership (EL). This role is further complemented by Leaders’ Self-control and self-confidence. Meaning higher self-control and confidence would strengthen the effect of character strength on ethical leadership. EL would consequently make the leader more Psychological flourishing, and Empowering, as well as make their In-role performance better. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 350 corporate employees (director/manager, subordinates, superiors) and analyzed using confirmatory factor analysis and structured equation modeling. The result suggested that honesty and empathy have a positive impact on EL. Moreover, leaders’ self-confidence has a significant positive effect on EL, but negatively moderate the effect of honesty on ethical leadership. Meaning higher self-confidence leaders have a lesser effect of honesty on EL. EL, in turn, seems to positively affect all three outcomes i.e. Psychological flourishing, Empowering, and In-role performance. Hence, Ethical leadership seems to mediate the effect of empathy, honesty, and self-confidence on all three outcomes. We discuss the implications of these results for future theory development, research, and practice.

A Review of Leadership Empowerment and Employee Creativity: Based on the Chinese Enterprises Context

<p>Based on the literature on the relationship between leadership empowerment (LE) and employee creativity (EC) in Chinese enterprises context, this article uses literature review method to explore the current situation of this issue in China. On the basis of comparative analysis of relevant literature, this article sorts out the definition of LE and EC by different scholars and the use of relevant scales. It also discusses the current situation of LE and EC in China, the problems encountered and the future prospects.</p>

임파워링 및 비인격적 리더십이 직무열의와 팀워크 행동에 미치는 영향 - 심리적 임파워먼트의 매개역할 -

임파워링 및 비인격적 리더십이 직무열의와 팀워크 행동에 미치는 영향 - 심리적 임파워먼트의 매개역할 -

“赋能”还是“负担”?领导者授权行为对员工工作行为影响的双刃剑效应探究

“赋能”还是“负担”?领导者授权行为对员工工作行为影响的双刃剑效应探究

임파워링 리더십이 구성원들의 지속적 개선행동과 주도적 행동에 미치는 영향 : 인지된 역량활용의 매개효과를 중심으로

임파워링 리더십이 구성원들의 지속적 개선행동과 주도적 행동에 미치는 영향 : 인지된 역량활용의 매개효과를 중심으로

EMPOWERMENT LEADERSHIP AND PERFORMANCE: ANTECEDENTS

The development of research on empowerment leadership has continued to increase over the last few decades. However, an in-depth discussion of the antecedents of empowerment leadership is still limited. This study explores several antecedents of empowerment leadership, including collectivism and narcissism orientation. In addition, the inconsistency of the influence of empowerment leadership on the performance of subordinates was still found in several studies. The results of this study indicate that collectivism and narcissism orientation have an influence on leadership empowerment. The results of this study support the influence of empowerment leadership on the performance of subordinates.

A motivated information processing perspective on the antecedents of empowering leadership

AbstractEmpowering leadership is an important influence on team effectiveness. This makes the question of what the antecedents of team empowering leadership are an important issue to consider. To address this question, we propose a motivated information processing perspective that holds that engaging in empowering leadership is based on social information processing, and that there are individual differences in how elaborate that information processing is. We argue that a key consideration in shifting control from the leader to the team is the extent to which empowering leadership is driven by leaders’ consideration of their trust in the team (i.e., an instance of social information processing), and that leader need for closure (a trait capturing the disposition to carefully consider decisions and actions) moderates the relationship between leader trust in team and empowering leadership. A survey of N = 156 work teams supported these hypotheses.

Empowerment Leadership Behavior, Employee Voice and Creativity : The Mediating Effects of Employee Voice

Empowerment Leadership Behavior, Employee Voice and Creativity : The Mediating Effects of Employee Voice

Will shared leadership engenders innovative work behaviors among salesmen toward improved performance?

Abstract Studies have shown that issue of shared leadership is directly related to leadership style adopted in the organization, which is germane and strategic to teamwork to effectuate high business performance across industries. The study looks at the relationship between the different leadership styles and innovative work behaviors (IWBs) that would ultimately lead to improved performance in financial sector among sales team. Thus, the study examines the operational frameworks of the different leadership styles and the effects on IWBs vis-à-vis sales team work in the financial industry. The case of financial industry stems from the fact that operations are currently changing from arm-chair marketing to aggressive selling strategy to improve customer base and financial inclusion in the economy. The study found out that leadership styles—transformational leadership, individual empowering leadership (IEL), team empowering leadership, and participative leadership (PL) are very strategic to sales teamwork, but IEL and PL are more strategic and performance-enhancing to behaviorIWB in financial sector sales teamwork.

Does subordinate moqi affect leadership empowerment?

PurposeThe present study aims to ascertain the relationships between subordinate moqi and leader behaviors, by primarily discussing how and when subordinate moqi is associated with leadership empowerment.Design/methodology/approachA self-report study was conducted by recruiting 334 employees from 13 firms. All concepts were rated on a seven-point Likert-type response scale. Linear regression analysis (conducted in MPLUS 7) was conducted to verify the hypotheses.FindingsFirst, subordinate moqi showed positive association with empowerment. Second, trust-in-supervisor mediated the relationships between subordinate moqi and empowerment. Third, subordinates' power distance orientation (PDO) could moderate the subordinate moqi – leader empowerment relationship. When subordinates reported higher PDO, the relationships between subordinate moqi and empowerment were more robust; likewise, subordinate moqi would have more significantly indirectly impacted empowerment via trust-in-supervisor.Originality/valueThough researchers have discussed the impacts of subordinate moqi on subordinates' outcomes, the impact of subordinate moqi on supervisors' attitudes or behaviors remains unclear. The relationships between subordinate moqi and supervisor empowerment behaviors are empirically ascertained by emphasizing the leader-subordinate dyadic process. The findings here suggested that subordinate moqi boosted subordinates' trust-in-supervisor, and moqi would also predict the behaviors of leader empowerment. This study extended the PDO literature by identifying the moderating role of PDO in the subordinate moqi – leader empowerment behavior relationship.

Acceptance of Leadership Empowerment Efforts for Female Employees in Three Dental Hospitals.

Introduction Empowerment is an organisational effort in increasing the willingness and ability of employees to be more independent in performing their duties. Employee leadership empowerment substantially increases motivation, performance, and commitment to the organisation. Leadership empowerment includes self-determination, competence, meaning, and impact. The purpose of this study was to determine the acceptance of leadership empowerment efforts for female employees in three dental hospitals in Bandung. Methods A descriptive survey was conducted and the study population was dental hospitals in Bandung. The exclusion criteria were dental hospitals which unwillingly followed the research. The inclusion criteria were dental hospitals that have empowered female employees. The data collection technique was performed with total sampling. The research sample amounted to 102 people from three dental hospitals—all data were collected using a validated questionnaire. Data analysis was performed using relative frequency distribution. Results Leadership empowerment for female employees in three dental hospitals in Bandung has been given by each. The highest acceptance of empowerment efforts for female employees was shown by employees of Dental Hospital of Jenderal Achmad Yani University, followed by Dental Hospital of Universitas Padjadjaran, and subsequently Dental Hospital of Maranatha Christian University. The level of acceptance of empowerment efforts that need to be improved in three Dental Hospitals in Bandung was self-determination or autonomy at work. Employees must be given more freedom on performing their duties, developing their careers, and acting more independently. Conclusion Acceptance of leadership empowerment for female employees in three dental hospitals in Bandung has been demonstrated in each. Acceptance of leadership empowerment efforts in all subdimensions of empowerment needs to be improved, primarily related to self-determination.

Daily Empowering Leadership and Job Crafting: Examining Moderators.

In this study, we built and tested a contingency model linking leader daily empowering behaviors with employee daily job crafting. Drawing on the contingency leadership literature and the model of proactive motivation, we theorized employee daily work meaning and vigor as moderators of the above relationships. Daily data were collected from 103 Chinese employees for five consecutive days. Our findings suggest that leader dayT (a certain day) empowering behaviors are more strongly related to employee dayT+1 (next day after the certain day) job crafting when employee dayT work meaning is low and employee dayT+1 vigor is high. Our findings suggest that only under certain conditions can empowering leadership promote employee job crafting on a daily basis.

Empowering Leadership Research at the Dawn of the New Decade: Current Research and New Directions

This symposium sheds light on key current developments in empowering leadership (EL) research as reflected in the following questions: Does the effectiveness of EL depend on other leader behaviors? Does EL affect whether employees appraise goals as challenges or hindrances? How do the effects of EL unfold over time and across cultures? And, is there sufficient clarity in how EL is defined and when and why it yields undesired as well as desired outcomes? Specifically, the presentations included in this symposium address how EL promotes team prosocial behavior through team prosocial motivation depending on visionary leadership (Scholz & Kearney), how EL qualifies appraisals of goal difficulty and specificity as challenging or hindering and how this affects performance (Smith & Reina), how EL effects unfold over time and across cultures (Sharma, Kirkman, & Gibson), and how the EL construct is in need of revision to clarify the behaviors that comprise EL as well as when and why EL influences both undesirable and desirable outcomes (Dennerlein, Kirkman, & Shapiro). The discussant, Bruce Avolio, will summarize themes across papers, highlight future research directions, and lead an interactive discussion between presenters and audience. Interactive Effects of Empowering and Visionary Leadership on Team Prosocial Motivation and Behavior Presenter: Florian Scholz; U. of Potsdam Presenter: Eric Kearney; U. of Potsdam The Stresses of Difficult and Specific Goals Theory: An Empowering Leadership Perspective Presenter: Troy Smith; U. of Nebraska, Lincoln Presenter: Chris Reina; Virginia Commonwealth U. Toward a Global Temporal Theory of Empowering Leadership Presenter: Payal N. Sharma; U. of Nevada Las Vegas Presenter: Bradley L. Kirkman; North Carolina State U. Presenter: Cristina Gibson; Pepperdine Graziadio Business School Empowering Leadership Revisited: Towards a Theory of Empowering Leadership Effects Presenter: Tobias Dennerlein; IESE Business School Presenter: Bradley L. Kirkman; North Carolina State U. Presenter: Debra L. Shapiro; U. of Maryland

Mixed Signals? Consequences of Dual Sources and Mis/Alginment of Empowering Leadership on Innovation

In recent decades, organizations have increasingly emphasized the importance of innovation to stay competitive and emphasized the value in empowering staff to do so. In this study, we integrate arguments from leader distance and social information processing theory to explain how empowering leadership behaviors coming from two different sources (dual empowering leadership) uniquely and jointly motivate employee innovation through employee psychological empowerment. Empirical results, based on 322 IT employees who report to 105 direct supervisor and 17 senior managers, suggest that empowering leadership from a direct (close) supervisor positively and significantly predicts employee psychological empowerment, and in turn innovative performance. The relationship between empowering leadership from a senior (distant) leader and employee innovation follows a J-shaped, curvilinear pattern. Further, what we call misalignment between a close and a distant leader empowering leadership relates positively to employee psychological empowerment. By contrast, we conceptualize and empirically find that mid-levels of empowering leadership coming from both sources (i.e., neither high nor low) are deleterious to employee innovative performance through the mediator of psychological empowerment. Theoretical and practical implications conclude our work.

Challenges for Leadership in the Digital Era: How to Enhance Employees’ Digital Readiness

The purpose of this paper is to obtain deeper insights into employees’ intentional digital readiness to enable organizations’ digital transformation. In this context, the Employee Digitalization Acceptance Model (EDAM) was developed to investigate empowering leadership (EL), trust in management, and employees’ proactive personality and their growth mindset. Based on data of 1,145 employees of an internationally operating energy supplier, structural equation modeling revealed that relations between EL and employees’ intentional digital readiness are totally mediated by perceived usefulness (PU) and perceived ease of use (PEOU). While EL in terms of autonomy support is positively related to intentional digital readiness, EL in terms of development support is negatively related. Furthermore, employees’ trust in management, their proactive personality, and growth mindset promote higher intentional digital readiness. Consequently, employees’ intentional digital readiness is not solely dependent on employees’ personality, since it can also be enhanced by EL and trust in management.

Interactional Justice and Cognitive Rumination Explain Effects of Empowering Leadership on Home Life

The present study examines a serial mediation model based on resources theories, in which empowering leadership predicts the nature of work-home interfaces via organizational justice and work rumination. The study’s examination of work rumination extends prior research on work-home interfaces and allows for testing the potential effects of organizational resources (i.e., empowering leadership and organizational justice) on non-work life. Two waves of data with a one-month interval were obtained from 195 full-time Korean employees. Structural equation modeling assessed mediation first by two forms of organizational justice (interpersonal and informational) and then by two forms of work rumination (positive and negative). The results generally supported the mediation model, showing that empowering leaders helped subordinates’ work-home enrichment, because they enhanced feelings of both interpersonal and informational justice, resulting in positive work rumination about their work experiences. Empowering leaders also helped reduce subordinates’ work-home conflict through enhancing feelings of informational justice, which made employees ruminate less about negative aspects of work during off-job time. Testing alternative models that added more direct paths did not improve model fit. Overall, the study contributed to understanding the underlying mechanisms explaining the effect of empowering leadership on work-home spillover.

Linking Empowering Leadership and Employee Commitment Role of Goal Orientation and Task Significance

Drawing from psychological contract, social exchange and self- determination theory, this study proposes a model that examines the role of empowering leadership in influencing the employees’ goal orientation, task significance, and employee commitment. Data were collected from 252 employees who were working in NABH accredited hospitals in India. Regression analysis was used to test the hypotheses. Results suggest that employees’ commitment is influenced directly by empowering leadership as well as indirectly through employees’ goal orientation, and task significance. Therefore, it is important to note that if leaders empower their subordinates, then employees’ goal orientation and task significance likely to increase and influence employees’ commitment. Theoretical and managerial implications are also discussed.

Pengaruh Empowerment Terhadap Pengambilan Keputusan Perawat: Kajian Literature Review

The ability to make ethical problem decisions is a requirement for nurses to carry out the professional nursing practice. Decision making is a systematic approach to resolve a problem. World Health Institution in 2017 identified 98.000 patients died every year because of bad decision making. One strategy in the transformation of organizations in health services today is empowerment. Empowerment is a leadership design that can influence a nurse in decision making. The study aims to know the influence of empowerment leadership on the nurse’s decision making. The method in this paper is a literature review. Search for research articles using a database of sciences from Google Scholar, Science Directs, Clinical Key and the final results found 10 articles to be reviewed. Results: 5 empowerment resources can be used by nurses in improving decision making. The empowerment that contains reward, coercive, expert, referent, and legitimate can be used by nurses in improving decision making Result: 5 sources of empowerment can be used by nurses in improving decision making. The empowerment that contains reward, coercive, expert, referent, and legitimate can be used by nurses in improving decision making. Empowerment leadership style can be an alternative way to improve the quality of nurse decision making. Reward and coercive can influence experience, an expert can influence facts and rational, a referent can affect intuition, and legitimate can affect authority.

Linking empowering leadership and job attitudes: the role of psychological empowerment

PurposeThe purpose of this study is to explore the impact of empowering leadership (EL) on work attitudes [job satisfaction (JS) and organizational commitment (OCOM)]. The effects of EL on these work attitudes were also analysed in terms of the mediating effects of psychological empowerment (PE).Design/methodology/approachA survey research methodology was adopted where responses were collected on relevant measures of the constructs from 431 middle-level executives from 12 Indian organizations.FindingsResults implied that EL enhanced the levels of JS and OCOM of employees. The results further indicated that EL was positively related to PE at the workplace. The findings also revealed that PE was positively related to these positive work attitudes. Moreover, strong indirect effects of EL were observed on these work attitudes through PE, implying that PE partially mediated the impact of between EL on JS and OCOM.Originality/valueThe findings of this study affirm the efficacy of EL and PE in predicting positive work attitudes in a different cultural milieu than the West –the Indian work context. Especially, by establishing a strong positive relationship between empowerment and JS, it contributes to the existing literature underlining inconsistent findings with regard to this relationship.

The influence of leader empowerment behaviour on employee creativity

PurposeThis study, based on construal level theory, aims to examine the influential mechanism of leader empowerment behaviour on employee creativity. Specifically, it examines the mediating role of cognitive flexibility between leader empowerment behaviour and employee creativity, along with the moderating effect of consideration of future consequences (CFC) on this linkage.Design/methodology/approachA two time-point survey study (n = 214) was conducted to collect information from leaders and employees in terms of mutual evaluation in several Chinese industries. To effectively avoid common source bias, this survey was conducted through pairing leaders and employees. During the survey, the supervisors and subordinates were double-blinded. Correlation analysis and hierarchical regression analysis were used to test the research hypotheses.FindingsFirstly, leader empowerment behaviour can significantly predict employee creativity. Second, cognitive flexibility plays a partial mediating role in the linkage between leader empowerment behaviour and employee creativity. Thirdly, CFC moderates the relationship between leadership empowerment behaviour and cognitive flexibility. The mediating role of cognitive flexibility underlies the overall moderating effect of CFC on the relationship between leader empowerment behaviour and employee creativity.Research limitations/implicationsWe used construal level theory to explain the influence of the mechanism of leader empowerment behaviour on employee creativity. In this manner, this study bridges the gap between theory and practice, as well as enriching the research on leader empowerment behaviour and employee creativity, especially in the Chinese context. Moreover, our study has several practical managerial implications, based on the importance of employee creativity. It inspires the implementation of leader empowerment behaviour, cultivation of employee creativity and introduction of several procedures.Originality/valueThis paper discusses the influential mechanism of leader empowerment behaviour on employee creativity from a new perspective and explains the process of encouraging employee creativity through information-processing methods. It mainly highlights the application of construal level theory to discuss employee creativity and develops a new research frame for employee creativity. Leaders can raise employee creativity through leader empowerment behaviour.