The role of cynicism in follower championing behavior: the moderating effect of empowering leadership

Abstract

PurposeThis study investigates how, in the context of organizational change initiatives, the adoption of empowering leadership can foster positive social exchange relationships between leaders and subordinates, in turn, neutralizing cynicism about organizational change (CAOC) and allowing follower championing behavior (FCB) to emerge.Design/methodology/approachThe authors analyzed data from 908 faculty members from 11 top-rated public universities in Indonesia. The data used in this research are multisource, so the data processing steps are rwg and ICC tests, data quality testing, and hypothesis testing.FindingsThe authors found that CAOC among these members had a negative effect on their FCB, but this negative effect was buffered by the presence of empowering leadership.Research limitations/implicationsThe authors' research captures perceptions at one point in time. Future research could adopt a longitudinal approach to simulate empowering leadership stimuli and investigate the impacts of FCB.Practical implicationsThis study contributes to Indonesian business management, which exhibits a culture of high power distance. The findings suggest that managers should improve managers' interpersonal communication with subordinates and consider managers' feelings toward change in the organization so that managers' subordinates will provide feedback in the form of decreasing cynicism and will exhibit FCB.Originality/valueThis study contributes to the understanding of why CAOC may not be expressed explicitly in Asian countries due to Asian collectivist and high power-distance values that discourage subordinates from voicing their disagreement with change initiatives.

Empowering leadership and team change capability: the mediating effect of team PsyCap

“…EL is a leadership behavior that empowers employees or team members where power is shared with them so as to increase their intrinsic motivation level (Srivastava et al, 2006). When leaders exhibit empowering behavior and employees experience psychological empowerment (Lorinkova and Perry, 2017), it reduces the negative impact of cynicism about organizational change (Sabar et al, 2022). When employees are empowered, they become selfmotivated and committed individuals who put a maximum effort into their work (Idris et al, 2018;Ke and Zhang, 2011).…”

Corporate entrepreneurial orientation and absorptive capacity as determinant of firm performance

“…In a competitive business environment, the existence and expansion of a company depend on its performance. High-performing companies are likely to enjoy growth, foster innovation, and quickly adjust to changing market conditions (Sabar et al, 2022;Teofilus et al, 2022).…”