“…A growing literature indicates that employee empowerment is positively related to performance (Fernandez and Moldogaziev ; Kirkman and Rosen ; Lawler, Mohrman, and Ledford , ; Lee, Cayer, and Lan ; Nielsen and Pedersen ; Spreitzer ). Related empirical studies show a positive link between employee empowerment and several important work‐related attitudes, including innovativeness (Fernandez and Moldogaziev ; Spreitzer ), job satisfaction (Bowen and Lawler ; Davies, Laschinger, and Andrusyszyn ; Fulford and Enz ; Kim ; Klecker and Loadman ; Kuokkanen, Leino‐Kilpi, and Katajisto ; Lawler, Mohrman, and Ledford , ; Lee, Cayer, and Lan ; Sarmiento, Laschinger, and Iwasiw ; Savery and Luks ; Seibert, Silver, and Randolph ; Ugboro and Obeng ; Wright and Kim ; Wu and Short ), organizational commitment (Guthrie ; Kirkman and Rosen ; Lawler, Mohrman, and Ledford , ), and job involvement (Coye and Belohlav ). Nearly all of these empirical studies analyzed the direct effects of employee empowerment on performance and work‐related attitudes independently of each other and without considering indirect or mediating effects.…”