The mediating effect of psychological empowerment on the relationship between participative goal setting and team outcomes – a study in China

Lee, Jean; Wei, Feng

doi:10.1080/09585192.2011.540152

Cited by 23 publications

(23 citation statements)

References 80 publications

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“…Exceptions were four studies that included student samples. These were either students involved in business simulation tasks designed to emulate real‐world project teams (Lee & Wei, ; Lorinkova et al, ) or students working in research groups (Meng, Zou, He, & Luo, ). Further, one primary study involved an experimental manipulation involving student participants (van Dijke, De Cremer, Mayer, & Van Quaquebeke, [Study 1]).…”

Section: Methodsmentioning

confidence: 99%

Empowering leadership: A meta‐analytic examination of incremental contribution, mediation, and moderation

2017

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Summary The concept of empowering leadership (EL) has seen increasing scholarly interest in recent years. This study reports a meta‐analysis investigating the effects of EL on employee work behavior. On the basis of data from 105 samples, we found evidence for the positive effects of EL on performance, organizational citizenship behavior, and creativity at both the individual and team levels. We further examined these relationships by exploring potential boundary conditions and the incremental contribution of EL over transformational leadership and leader–member exchange. Furthermore, at the individual level, both trust in leader and psychological empowerment mediated the relationships of EL with task performance, organizational citizenship behavior, and creativity. We also found evidence that leader–member exchange was a significant mediator between EL and task performance. At the team level, empowerment mediated the effects of EL on team performance, whereas knowledge sharing showed no significant indirect effect. Our results have important theoretical and practical implications and suggest some areas that require further research.

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Section: Methodsmentioning

confidence: 99%

Empowering leadership: A meta‐analytic examination of incremental contribution, mediation, and moderation

2017

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“…According to Kenis (1979), participative involvement in the context of performance measurement "refers to the extent to which managers participate in preparing […] and influence the [...] goals of their responsibility centres" (Kenis, 1979, p. 709). Performance measurement literature reveals increased participant commitment, satisfaction, and motivation to improve set goals if participation is enabled (Forde et al, 2006;Langevin and Mendoza, 2013;Locke, 1968;Strauss, 1998;Vroom, 1964;Wood and de Menezes, 2011), whereas assigned goals are associated with resistance (Lee and Wei, 2011;London et al, 2004). Moreover, opportunities to participate in goal setting further increase the willingness to contribute to collective tasks (Lee and Wei, 2011) as well as to the social pressure to achieve them (Groen et al, 2012).…”

Section: Performance Measurement and Managers' Perceived Self-determimentioning

confidence: 99%

How can performance measurement systems empower managers? An exploratory study in state-owned enterprises

Swiatczak

Morner

Finkbeiner

2015

Intl Jnl Public Sec Management

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Purpose – The purpose of this paper is to investigate how performance measurement systems (PMSs) might be designed in order to empower managers of state-owned enterprises (SOEs) towards an active work role. Design/methodology/approach – The study is based on a conceptual approach that combines insights from prior research on performance measurement with that on dimensions of psychological empowerment. An exploratory case study is used to further develop propositions for the design of an empowering PMS. Data from in-depth interviews with six managers of diverse SOEs located within a German city enables the tracing of underlying causal mechanisms. Findings – PMSs that are designed according to the principles of goal clarity, balanced goal difficulty, autonomy-enhancing measurement, and a broad goal scope can positively influence the four dimensions of empowerment: meaning, competence, self-determination, and impact. Practical implications – The study’s propositions can be used to enhance the governance of SOEs through a particular design of PMSs. This research thus responds to the call for a new generation of governance mechanisms within the complex setting of SOEs. Originality/value – Current research on PMSs is extended through the construct of psychological empowerment. Thus, an existing governance mechanism is further developed towards being more effective for use in the context of SOEs.

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“…Empowerment has been defined in several different perspectives: process approach, structural approach, and psychological approach (Leach, Wall & Jackson 2003;Mathieu, Gilson & Ruddy 2006;Menon 2001;Spreitzer 1995b;Uner & Turan, 2010;Quiñones, Van den Broeck & De Witte, 2013). Advocates of the process approach define empowerment as the relationships between structural antecedents and resulting psychological states (Lee & Wei, 2011;Mathieu, Gilson & Ruddy, 2006). Advocates of the structural approach see empowerment as a set of management practices and managers' behaviours that include the delegation of authority and responsibility to the employees (Lee & Wei, 2011;Mathieu, Gilson & Ruddy, 2006;Özaralli, 2003).…”

Section: Psychological Empowermentmentioning

confidence: 99%

“…Advocates of the process approach define empowerment as the relationships between structural antecedents and resulting psychological states (Lee & Wei, 2011;Mathieu, Gilson & Ruddy, 2006). Advocates of the structural approach see empowerment as a set of management practices and managers' behaviours that include the delegation of authority and responsibility to the employees (Lee & Wei, 2011;Mathieu, Gilson & Ruddy, 2006;Özaralli, 2003).…”

Section: Psychological Empowermentmentioning

confidence: 99%

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Psychological Empowerment, Job Satisfaction and Organizational Commitment Among Lecturers in Higher Education: Comparison of Six CEE Countries

et al. 2017

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Background and Purpose: Organizations should implement new findings from the field of human resource management. If an organization wants to have successful and effective employees, they should be satisfied with all aspects of work and at the same time they should be feel commitment towards an organization. To have a full insight in employees, organizations have to take care of psychological side of employees, which manifests in psychological empowerment. Design/Methodology/Approach: The survey was conducted among 409 university lecturers in Austria, Croatia, Czech Republic, Germany, Serbia, and Slovenia. The investigated constructs of psychological empowerment, job satisfaction and organisational commitment were compared. Spreitzer's PEQ was used for the assessment of the psychological empowerment, Spector's JSS for job satisfaction, and Allen's and Meyer's OCQ for the assessment of organisational commitment. Results: The research showed that the highest level of psychological empowerment can be found among university lecturers from Serbia and the lowest from Germany. Job satisfaction level is the highest in Austria and the lowest in Slovenia. Affective organisational commitment is the highest in Slovenia and the lowest in Germany. Continuance organisational commitment scored the highest in Croatia and the lowest in Czech Republic. Additionally, the outcomes show the highest level of normative organisational commitment in Czech Republic and the lowest in Austria. Only affective organisational commitment was not found as statistically significant. Conclusion: Knowledge of psychological empowerment, job satisfaction and organizational commitment can be helpful for leaders, because with this knowledge they can manage, develop and motivate employees properly.

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The mediating effect of psychological empowerment on the relationship between participative goal setting and team outcomes – a study in China

Cited by 23 publications

References 80 publications

Empowering leadership: A meta‐analytic examination of incremental contribution, mediation, and moderation

Empowering leadership: A meta‐analytic examination of incremental contribution, mediation, and moderation

How can performance measurement systems empower managers? An exploratory study in state-owned enterprises

Psychological Empowerment, Job Satisfaction and Organizational Commitment Among Lecturers in Higher Education: Comparison of Six CEE Countries

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