Empowering leadership: employee-related antecedents and consequences

Shenghui Wang (), Irene E. De Pater (), Ming Yi (), Yuchen Zhang () and Tsung-Pao Yang ()
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Shenghui Wang: Dongbei University of Finance and Economics
Irene E. De Pater: Curtin University
Ming Yi: Southwestern University of Finance and Economics
Yuchen Zhang: Tongji University
Tsung-Pao Yang: National Sun Yat-Sen University

Asia Pacific Journal of Management, 2022, vol. 39, issue 2, No 4, 457-481

Abstract: Abstract We develop a theoretical model of empowering leadership that integrates role-based views of followership and social information processing theory and adds a reciprocal component to research on empowering leadership. Our theoretical model proposes that employee task performance and the quality of the supervisor-employee relationship serve as cues that shape supervisor empowerment behaviors, which, in turn, serve as cues that influence employee voice through employee state promotion focus. Data from 223 supervisor-employee dyads supported our hypotheses and showed that supervisors engage in more empowerment behaviors with employees who perform well and with whom they have a good relationship. Supervisors’ empowerment behaviors elicit a state promotion focus in employees, which stimulates these employees to express their concerns, ideas, and opinions in order to improve the functioning of the employee, the team, or the organization.

Keywords: Employee voice; Followership; Empowering leadership (search for similar items in EconPapers)
Date: 2022
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Citations: View citations in EconPapers (1)

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DOI: 10.1007/s10490-020-09734-w

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