Empowerment, passion and job performance: implications from Ghana

Abstract

Purpose Drawing upon the “too-much-of-a-good-thing (TMGT)” effect and conservation of resources (COR) theory, the purpose of this paper is to examine the mediation mechanism between empowering leadership and employee job performance. Specifically, the authors propose a curvilinear relationship between empowering leadership and job performance, and also suggest that employee harmonious and obsessive work passions mediate the curvilinear relationship between empowering leadership and job performance. Further the moderation role of collectivism orientation (CO) in the relationship between empowering leadership and job performance is also examined. Design/methodology/approach Questionnaires are used to obtain survey data from 256 supervisor–subordinate dyads in three companies in the communication sector of Ghana. A follow-up interview was also conducted to enhance explanation of research findings. Hierarchical regression analysis is used to analyze the associations among the variables. Findings The results revealed that the significant inverted U-shaped relationship between empowering leadership and subordinate job performance is mediated by both harmonious and obsessive passion for work. A significant moderation effect of CO in the empowering leadership–job performance relationship could not be established. Originality/value This study adapts the “TMGT” effect and COR theory in the explanation of an integrated model including empowering leadership, job performance, employee passion for work, and CO in the Ghanaian context.

Connecting the dots: linking empowering leadership, employee work passion, and flourishing-at-work

“…Empowering leadership is unique in its absence of bureaucratic constraints (Hassan et al , 2013). The primary idea of such leadership is to develop employees’ leadership skills, which will enhance their cognitive, social and financial resources, increasing their overall job performance and well-being (Appienti and Chen, 2019; Nurimansjah et al , 2022).…”

The Mediating Role of Information Sharing in the Relationship Between Empowering Leadership and Creativity in Teams

“…There are obvious reasons to expect an association between empowering leadership and team creativity. Empowering leaders grant freedom, flexibity and autonomy which possess the propensity for improved competency (Appienti & Chen, 2019). The leaders also establish strong commitment to their work and transfer their quality values and virtues to their subordinates (Batool & Adeel, 2016).…”

“…Empowering leadership, denoted as the degree to which leaders express confidence in their employees' capabilities, recognize the significance of their work, involve them in decision making and removing bureaucratic constraints from their activities, has been examined by several researchers (e.g. Ahearne, Mathieu, & Rapp, 2005;Appienti & Chen, 2019;Arnold, Arad, Rhoades, & Drasgow, 2000;Cheong,Yammarino, Dionne, Spain, &Tsai, 2019;Hao, He, & Long, 2017;Jung, Kang, & Choi, S. 2020;Li, He, Yam, & Long, 2015;Zhang, Ke, Wang, & Liu, 2018;Zhang & Zhou, 2014), and has also been extensively linked with employees creative abilities at the team level (Batool & Adeel, 2016;Hon & Chan, 2013;Perry-Smith, & Shalley, 2014).…”

Do the Right Thing the Right Way! How Ethical Leaders Increase Employees Creative Performance

“…Although numerous researches have explored how leaders affect employee creative performance, many of such studies have been centered on participative leadership (Chen et al, 2020), transformational leadership (Qu et al, 2015); empowering leadership (Appienti & Chen, 2019), and inclusive leadership (Carmeli et al, 2010). However, surprisingly missing from leadership research is ethical leadership, which is remarkable because, in today's social-media-driven world, managers will be tested and called to task over their ethics and morals in business (Freiwald, 2013).…”