The Unintended Consequences of Empowering Leadership: Increased Deviance for Some Followers

Yam, Kai Chi; Reynolds, Scott J.; Zhang, Pengcheng; Su, Runkun

doi:10.1007/s10551-021-04917-x

Cited by 13 publications

(9 citation statements)

References 103 publications

(146 reference statements)

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“…Finally, this study only examines the positive effects of empowering leadership on employee behaviours (i.e., more employee voice and fewer withdrawal behaviours). However, some studies have shown that under certain boundary conditions such as moral identity, empowering leadership can lead to employee deviant behaviours through psychological power (Yam, Reynolds, Zhang, & Su, 2021). Therefore, future research could examine the effects of empowering leadership from a broader perspective and enrich its potential double‐edged sword effect.…”

Section: Discussionmentioning

confidence: 99%

Leaders’ response to employee overqualification: An explanation of the curvilinear moderated relationship

Jiang

Dong

et al. 2022

J Occupat & Organ Psyc

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This research aimed to advance overqualification literature by examining how leaders’ perceived employee overqualification (LPEO) influences their empowering behaviour and employee work behaviours. Drawing upon the individualized leadership theory, we proposed that LPEO has an inverted U‐shape relationship with their empowering behaviour such that leaders are more motivated to empower employees from low to moderate levels of overqualification, but this tendency decreases after a certain inflection point. We also predicted that the inflection point occurs at a lower level of employee overqualification when leaders perceive higher (vs. lower) status threats. Leader empowering behaviour was hypothesized to positively predict employees’ voice and negatively predict their withdrawal behaviour. Two multi‐source and time‐lagged studies were conducted to examine this moderated mediation curvilinear model. In Study 1, survey data from 372 leader–employee dyads supported the inverted U‐shape mediation model from leaders’ perceived overqualification to empowering behaviour, then to employee outcomes (i.e., voice and withdrawal behaviour). In Study 2, we collected data from a sample of 73 team leaders and 286 employees, and the results supported the full model. Taken together, these findings offer a perspective to enrich the understanding of employee overqualification and have important practical implications. Practitioner points When leaders regard employees as overqualified, they can assist them via the means of appropriate empowerment to best utilize their skills to benefit the company. Leader empowerment can inspire employees’ voice behaviour but reduce their withdrawal behaviours. To minimize potentially negative aspects from highly overqualified employees, organizations should reduce leaders’ concern about the status threat, and encourage leaders’ proactive responses to these employees so as to achieve positive returns from overqualified employees.

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Section: Discussionmentioning

confidence: 99%

Leaders’ response to employee overqualification: An explanation of the curvilinear moderated relationship

Jiang

Dong

et al. 2022

J Occupat & Organ Psyc

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“…While there is a lack of research examining the impact of dependency on ethical optimism, recent research has integrated research on empowering leadership with research on power in psychology to examine how empowering leaders affect the behavior of subordinates (Yam et al, 2021). One of the qualities of an empowering leader is "providing autonomy" which is the inverse of our monitoring performance variable.…”

Section: Literature Reviewmentioning

confidence: 99%

Factors affecting ethical optimism of purchasing professionals in India

2021

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This study examines the impact of various ethical climate types, dependency factors, and ethical training on ethical optimism of purchasing professionals (n = 151) in India. Instrumental and independence climate types had a significant negative impact on ethical optimism. Other climate types (professional, caring, rules, and efficiency) had no significant impact on ethical optimism. Among the dependency factors, while task uncertainty had a significant positive impact, monitoring had a significant negative impact on ethical optimism. None of the other factors significantly impacted ethical optimism.

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“…[7][8][9][10] Thus, leaders must overcome and adapt to challenges and major changes by cultivating relationships with their employees, as the ability of leaders to convince employees to support change is vital to organizational success. [11][12][13] Specifically, change-oriented leadership (COL) is a leader who can articulate vision, encourage innovative thinking, express optimism, develop motivation and commitment to organizational change and new strategies, and instill confidence that strategic vision is achievable. [14][15][16] COL requires the ability to assess the external environment, envision beneficial changes, encourage innovation, and take risks to promote change.…”

Section: Introductionmentioning

confidence: 99%

A Multilevel Study of Change-Oriented Leadership and Commitment: The Moderating Effect of Group Emotional Contagion

Lee¹,

Wang²,

Yu³

2023

PRBM

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The purpose of this study is to explore the effects of change-oriented leadership on employee change commitment, and the underlying cross-level mediating and moderating effects. Design and Methodology: Multilevel analysis of data from 583 respondents in 55 major manufacturing firms in China from 2021, reveals that change-oriented leadership explains the significant variance in change commitment. Based on Emotions as Social Information Theory and Social Exchange Theory, this study investigates the relationship between change-oriented leadership and change commitment fully mediated by emotion regulation. Findings: This study also confirms that positive group emotional contagion has moderating effects on the relationship between change-oriented leadership and emotion regulation. In addition, negative group emotional contagion has moderating effects on the relationship between emotion regulation and change commitment. Furthermore, the moderated mediation of negative group emotional contagion is identified. Originality and Value: This study makes a unique contribution through its multilevel approach to examining the relationship between leadership, emotion, and commitment during organizational change.

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The Unintended Consequences of Empowering Leadership: Increased Deviance for Some Followers

Cited by 13 publications

References 103 publications

Leaders’ response to employee overqualification: An explanation of the curvilinear moderated relationship

Leaders’ response to employee overqualification: An explanation of the curvilinear moderated relationship

Factors affecting ethical optimism of purchasing professionals in India

A Multilevel Study of Change-Oriented Leadership and Commitment: The Moderating Effect of Group Emotional Contagion

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