Why and When Empowering Leadership Has Different Effects on Employee Work Performance: The Pivotal Roles of Passion for Work and Role Breadth Self-Efficacy

Hao, Po; He, Wei; Long, Lirong

doi:10.1177/1548051817707517

Cited by 110 publications

(122 citation statements)

References 79 publications

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“…Ho, Kong, Lee, Dubreuil, and Forest (2018) found that "cooperative psychological climate" assisted in the developing harmonious passion of staff with low intrinsic inclination (p. 122). Hao, He, and Long (2018) affirmed that empowered leadership was an important factor for employee work passion.…”

Section: Factors Affecting Work Passionmentioning

confidence: 99%

Factors Affecting Employees’ Work Passion in the Thai Insurance Industry

Jiantreerangkool

Boonsathorn

McLean³

2019

IJHRS

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The objectives of this study were to: 1) identify the perceived definition of staff work passion, and 2) explore perceived factors affecting staff work passion, both in the Thai insurance industry. The study was qualitative, using semi-structured interviews with open-ended questions. Participants were 36 key informants from life and non-life insurance companies in Thailand, including executive managers, middle managers, and staff, selected to maximize variation in responses. The definitions of staff work passion in the Thai insurance industry were comprised of five categories: happiness, pride, goal setting, personal efficacy, and job fit. Seven factors affecting work passion were highlighted: 1) the power of teamwork, 2) great support from leader, 3) work value, 4) challenge and variety of work, 5) supportive company policies, 6) gaining knowledge and opportunity to learn, and 7) providing good service to customers. These findings were incorporated into an employee work passion model adapted from Blanchard’s model. The model showed personal characteristics of individual as meanings of work passion; organization and job characteristics; and organizational role behaviours as factors affecting work passion. The model might apply to similar businesses within the financial industry, e.g., insurance brokerage companies, financial institutions, and stock and securities firms.

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Section: Factors Affecting Work Passionmentioning

confidence: 99%

Factors Affecting Employees’ Work Passion in the Thai Insurance Industry

Jiantreerangkool

Boonsathorn

McLean³

2019

IJHRS

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“…The research of Cheong, Spain, Yammarino, and Yun (2016) also proves that the authorization of leaders objectively increases the workload of subordinates, which causes the work stress of subordinates and leads to the decline of their work performance. Hao et al (2018) also found that since empowering leaders reinforce employees' perceived leadership expectations, employees need to work hard to prove their value, which leads to controlled work emotions and further reduces employee performance.…”

Section: Introductionmentioning

confidence: 99%

“…Secondly, empowering leaders expect employees to independently assume the authority and responsibility granted by the leaders. The process of empowerment also implies the expectation of the leaders to assume the responsibility for the subordinates, and they will show confidence and expectation for the subordinates to achieve high performance (Hao et al, 2018;Zhang & Bartol, 2010). Finally, empowering leaders encourage employees to participate in the organization's decision-making and establish a flexible and democratic management style with employees.…”

Section: Introductionmentioning

confidence: 99%

Does Authorization Have to Be Omnipotent? The “Double-Edged Sword” Effect of Empowering Leadership on Employee’s Behavior

Ni¹

2020

JSS

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There are conflicting views about the consequence of empowering leadership. To further explain the inconsistencies in existing studies, our study bases on the cognitive appraisal theory of stress and the transactional model of stress, discussing the indirect effect of employee's stressor appraisal to empowering leadership (as challenge stressors or hindrance stressors) between empowering leadership and employee's behaviors (citizenship and incivility), and the regulatory effect of employee's proactive personality. It reveals the double-edged sword effect of empowering leadership. In our study, a questionnaire survey was conducted with 234 employees as samples and the collected data were statistically analyzed. The results show that empowering leadership positively affects employees' citizenship through the challenge stressors, and positively affects employees' incivility through the hindrance stressors. Moreover, the relationship between empowering leadership and challenge stressors will be stronger when employees' proactive personality was high. And the relationship between empowering leadership and hindrance stressors will be stronger when employees' proactive personality was low. Finally, implications for theory and research are provided.

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“…Studies on empowering leadership and employees outcomes relationship, mainly, focus on employees' general job related outcomes like task performance, job performance and so on (Arnold et al, 2000;Ahearne et al, 2005) ignoring specific behaviors and discretionary behaviors. Moreover, researchers have reported inconsistent results in the case of leadership and employee outcomes linkage (Boles, McKee, & McMurrian, 1997;Hao, He & Long 2018;Netemeyer, Seibert, Wang & Courtright, 2011). This scientific investigation will add to literature by considering service performance behavior and OCB as employee outcomes, less focused, while investigating the relationship of leaders' empowerment behavior and employee outcomes.…”

Section: Introductionmentioning

confidence: 99%

Empowered Leadership and Employee Outcomes: Mediating Role of Employee Engagement

Ghani

Masood

Rehman

2018

GSSR

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Drawing on empowerment literature and intrinsic motivation, this study examines the relationship of empowering leadership and employee outcomes (service performance and organizational citizenship behavior; OCB), along with mediating role of employee engagement. Based upon data of 970 officer level employees working in banking industry of Pakistan, hierarchical regression results demonstrated that empowering leadership behavior is positively related to employee service performance and OCB. Further, the results also reveal employee engagement partially mediated the relationships between empowering leadership and employee behavioral outcomes.

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Why and When Empowering Leadership Has Different Effects on Employee Work Performance: The Pivotal Roles of Passion for Work and Role Breadth Self-Efficacy

Cited by 110 publications

References 79 publications

Factors Affecting Employees’ Work Passion in the Thai Insurance Industry

Factors Affecting Employees’ Work Passion in the Thai Insurance Industry

Does Authorization Have to Be Omnipotent? The “Double-Edged Sword” Effect of Empowering Leadership on Employee’s Behavior

Empowered Leadership and Employee Outcomes: Mediating Role of Employee Engagement

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