Relationship building in empowering leadership processes: A test of mediation and moderation

Kwak, Won Jun; Jackson, Christine

doi:10.1017/jmo.2015.11

Cited by 32 publications

(32 citation statements)

References 81 publications

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“…The measure has four multi‐item subscales which are (1) enhancing the meaningfulness of work (sample item: ‘My manager helps me understand how my job fits into the bigger picture'), (2) fostering participation in decision‐making (sample item: ‘My manager makes many decisions together with me'), (3) expressing confidence in high performance (sample item: ‘My manager believes that I can handle demanding tasks'), and (4) providing autonomy from bureaucratic constraints (sample item: ‘My manager allows me to do my job my way'). Since the four subdimensions are highly correlated with one another and share a common theme of empowering leadership, following previous research (e.g., Humborstad & Kuvaas, ; Kwak & Jackson, ; Lorinkova & Perry, ), scores across the subdimensions were averaged to form a single empowering leadership score.…”

Section: Methodsmentioning

confidence: 99%

Examining why employee proactive personality influences empowering leadership: The roles of cognition‐ and affect‐based trust

Han

Harold

Cheong

2019

J Occupat & Organ Psyc

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We integrate followership theory and trust theory to understand the role of employees' proactivity on their leaders' attitudes, cognitions, and behaviours. We propose that (1) employees' proactive personality engenders their leaders' cognition‐ and affect‐based trust, which in turn positively influences empowering leadership; (2) the indirect effects of proactive personality on empowering leadership via cognition‐ and affect‐based trust are contingent on the level of employee task performance and organizational citizenship behaviour, respectively; and (3) the indirect effect of proactive personality on empowering leadership via affect‐ (cognition‐) based trust is stronger when the level of cognition‐ (affect‐) based trust is high rather than low. We conducted two‐wave study, with a sample of 116 supervisor–employee dyads from a large petrochemical firm in South Korea to test proposed effects. Results suggest that leaders' affect‐based trust, but not cognition‐based trust, served to mediate the effect of proactive personality on empowering leadership. Moreover, the results further support that the positive mediation of leaders' affect‐based trust on empowering leadership was present when leaders' cognition‐based trust was high, but not when it was low. Implications for future research are discussed. Practitioner points Leaders report a greater level of trust in employees with a more proactive personality. Leaders are more likely to empower employees in whom they have higher levels of both affect‐based and cognition‐based trust; in other words, employees who they like more and believe to be more competent. To help promote empowering, organizations might consider selecting on the basis of proactive personality and fostering a culture that promotes employee proactivity.

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Section: Methodsmentioning

confidence: 99%

Examining why employee proactive personality influences empowering leadership: The roles of cognition‐ and affect‐based trust

Han

Harold

Cheong

2019

J Occupat & Organ Psyc

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“…Team leaders’ age, gender, education, and tenure were our primary control variables. Also, we controlled for team size because team size may influence the interaction and dynamics among team members (Kwak & Jackson, 2015).…”

Section: Methodsmentioning

confidence: 99%

Diversity and creativity in cross-national teams: The role of team knowledge sharing and inclusive climate

Bodla

Tang

Wan

et al. 2016

Journal of Management & Organization

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Diversity literature has demonstrated negative effects of surface-level diversity and positive effects of deep-level diversity. How do two types of diversity among cross national team members influence team knowledge sharing and team creativity? The purpose of this study is to explore conditions that leverage the positive and restrain the negative effects of team diversity on team knowledge sharing, which leads to team creativity. We expect inclusive climate as the significant condition and knowledge sharing as the profound intervening mechanism between team diversity and team creativity relationship. We tested the hypotheses with data from a sample of 60 cross-national research teams from several universities in China. The results support the hypothesized relationships among inclusive climate, team knowledge sharing, and team creativity. Our findings contribute to the advancement of team diversity and team creativity literature, and their theoretical and practical implications are discussed.

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“…Empowering leadership has been suggested as the leadership style that promotes learning through the creation of a learning culture (Chang & Chuang, ). In empowering leadership, the leader encourages employees through his or her behavior, which allows employees to experience higher levels of connectedness, appreciation, and motivation (Kwak & Jackson, ). For example, an empowered team is able to increase knowledge‐sharing among team members and, in turn, increase the team's performance (J. Lee, Lee, & Park, ).…”

Section: Review Of the Literature And Hypotheses Developmentmentioning

confidence: 99%

Comparing empowering, transformational, and transactional leadership on supervisory coaching and job performance: A multilevel perspective

Lee

Ding

2020

PsyCh Journal

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With a leader being able to possess different types of leadership styles, there is a lack of literature investigating which leadership style best facilitates supervisory coaching behavior. The current study aimed to investigate which leadership style would exhibit supervisory coaching behavior, and if supervisory coaching behavior would mediate the relationship between leadership styles and job performance. The study compared the effects of three leadership styles-transformational, transactional, and empowering leadership-on supervisory coaching behavior, which has been reported to influence job performance. A multilevel approach was adopted in this study using 500 employees from 65 organizations within Malaysia. The study found that only empowering and transactional leadership styles exhibited supervisory coaching behavior, which in turn mediated their relationships with job performance. Overall, the findings suggest the importance of leadership styles that prioritize employee development, as these would lead to improved job performance in employees.

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Relationship building in empowering leadership processes: A test of mediation and moderation

Cited by 32 publications

References 81 publications

Examining why employee proactive personality influences empowering leadership: The roles of cognition‐ and affect‐based trust

Examining why employee proactive personality influences empowering leadership: The roles of cognition‐ and affect‐based trust

Diversity and creativity in cross-national teams: The role of team knowledge sharing and inclusive climate

Comparing empowering, transformational, and transactional leadership on supervisory coaching and job performance: A multilevel perspective

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