This study examined how the dual-role identities of middle managers, as both leaders and subordinates, influence their acceptance of empowering leadership from upper leaders and its transmission to subordinates. Specifically, it explored whether middle managers’ deference toward upper leaders mediates the trickle-down effect of empowering leadership and how leader-role and subordinate-role identities moderate this process. Survey data were collected from 174 executives (upper leaders), 174 team leaders (middle managers), and their 775 subordinates (team members) at Korean companies. The responses were all matched through the chain of command, while response anonymity and confidentiality were ensured. The results showed that upper leaders' empowering leadership was positively associated with middle managers' empowering leadership through their deference to upper leaders. The indirect effect was significant when subordinate-role identity was low and leader-role identity was high. Additionally, middle managers' promotability and leader effectiveness were sequentially mediated by their deference toward upper leaders and empowering leadership, with the indirect effects remaining significant under the same moderation conditions. This study highlights the pivotal role of middle managers' dual-role identities in moderating the trickle-down effect of empowering leadership. It deepens our understanding of how middle managers internalize empowering leadership from their superiors, transmit it to their subordinates, and enhance their promotability and leader effectiveness, ultimately benefiting the organization as a whole.
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