Unpacking the relationship between empowering leadership and service-oriented citizenship behaviors: a multilevel approach

The role of reward omission in empowering leadership and employee outcomes: A moderated mediation model

“…Together, empowering leadership and the increasingly flat structure of organisations allow more autonomy and facilitate the flow of communication. In line with this, various desirable outcomes of empowering leadership, such as job satisfaction, employee performance, creativity, and extra‐role behaviours, have been identified in previous empirical studies (Amundsen & Martinsen, ; Auh, Menguc, & Jung, ; Lorinkova & Perry, ; Srivastava, Bartol, & Locke, ; Zhang & Bartol, ).…”

“…Empowering leadership has been found to be associated with positive individual and work group outcomes across contexts (Amundsen & Martinsen, 2015;Auh et al, 2014;Harris, Li, Boswell, Zhang, & Xie, 2014;Srivastava et al, 2006). In our current research, we focus on both employee job performance and creativity as outcome variables because they play an important role in influencing organisational effectiveness (Baer & Oldham, 2006;Madjar, Oldham, & Pratt, 2002;Zhou & Shalley, 2003).…”

Leveraging Leaders

“…Furthermore, empirical research indicates that empowering leadership has cross-level effects by influencing individual team members' outcomes, including (a) citizenship behaviors, due to customer learning climate and psychological empowerment (Auh, Menguc, & Jung, 2014); (b) innovative and teamwork behaviors and turnover intentions, due to members' affective commitment and psychological empowerment (G. Chen et al, 2011); and (c) safety compliance behaviors (Martínez-Córcoles, Gracia, Tomás, Peiró, & Schöbel, 2013). At the team level, research suggests that empowering leadership has the strongest effects with efficacy (Hon & Chan, 2013;Srivastava et al, 2006) and knowledge creation or sharing (Menguc et al, 2013;Srivastava et al, 2006), likely due to motivational and teambuilding influences of these leader behaviors.…”

“…Citation r Organizational citizenship behaviors 3 Auh, Menguc, and Jung (2014) .14** (GL) .37** (IL) Raub and Robert (2010) .28* Humborstad et al (2014) .44* Performance 3 Harris et al (2014) .30** Humborstad et al (2014) .38* Vecchio et al (2010) .33** Psychological empowerment 5 Auh et al (2014) .21** (GL) .47** (IL) Chen et al (2011) .45* (S1) .27* (S2) Konczak et al (2000) .46* Raub and Robert (2013) .46* Raub and Robert (2010) . -Córcoles et al (2013) .32** Self determination 1 Yagil and Gal (2002) .31** Service climate 1 Yagil and Gal (2002) .35** Shared values 1 Clark, Hartline, and Jones (2009) .12* Skills 1 Yagil and Gal (2002) .21** Social climate 1 Muhonen, Jonsson, Denti, and Chen (2013) .56** Teamwork behaviors 1 Chen et al (2011) .21* (S1) .15* (S2) Trust in leader 1 Bobbio, Bellan, and Mangenelli (2012) .76** Turnover intentions 1 Chen et al (2011) −.29* (S1) −.25* (S2) Voice 1 Raub and Robert (2013) .26* Note.…”

Empowered Leadership and Employee Outcomes: Mediating Role of Employee Engagement

“…This study claims, when employees' feel that their supervisor empowers them by exhibiting empowering leadership behavior, they reciprocate in form of superior service performance and engaging themselves in discretionary behaviors more frequently (Bettencourt & Brown, 1997). Therefore, leaders' empowering behavior enhances employees' perceptions of efficacy, motivation, trust and leader's confidence in them to engage in behaviors beneficial for organization especially superior service performance and discretionary behaviors at work (Auh, Menguc, & Jung, 2014). Based upon empowerment literature, it may be argued that when a leader is engaged and inclined to empowering subordinates, he/ she tries to add more autonomy of decision making through creating meanings to subordinates' jobs.…”