TY - JOUR
T1 - Employee Responses to Empowering Leadership
T2 - A Meta-Analysis
AU - Kim, Minseo
AU - Beehr, Terry A.
AU - Prewett, Matthew S.
N1 - Publisher Copyright:
© 2018, The Authors 2018.
PY - 2018/8/1
Y1 - 2018/8/1
N2 - A recent and growing number of studies examined how empowering leadership influences employee outcomes. At the individual level, we meta-analyzed 55 independent samples to determine the association between empowering leader behaviors and subordinates’ responses. Results confirmed the positive links of empowering leadership with evaluations of the leader as well as with employee motivation and resources, attitudes, and performance; the strongest correlation was between empowering leadership and attitudes toward the leader (ρ =.59), whereas the weakest correlation was for empowering leadership with behavioral and performance outcomes (ρ =.31). However, the relationship of empowering leadership with subordinates’ emotions was not significant. Examination of potential moderators, including rating sources, nationality of sample, gender, and industry, did not explain much of the heterogeneity in the results. In sum, findings highlight the potential benefit of empowering leadership for individual and organizational outcomes. Thus, more knowledge about what causes empowering leadership could be useful.
AB - A recent and growing number of studies examined how empowering leadership influences employee outcomes. At the individual level, we meta-analyzed 55 independent samples to determine the association between empowering leader behaviors and subordinates’ responses. Results confirmed the positive links of empowering leadership with evaluations of the leader as well as with employee motivation and resources, attitudes, and performance; the strongest correlation was between empowering leadership and attitudes toward the leader (ρ =.59), whereas the weakest correlation was for empowering leadership with behavioral and performance outcomes (ρ =.31). However, the relationship of empowering leadership with subordinates’ emotions was not significant. Examination of potential moderators, including rating sources, nationality of sample, gender, and industry, did not explain much of the heterogeneity in the results. In sum, findings highlight the potential benefit of empowering leadership for individual and organizational outcomes. Thus, more knowledge about what causes empowering leadership could be useful.
KW - empowering leadership
KW - meta-analysis
KW - outcomes
UR - http://www.scopus.com/inward/record.url?scp=85048983201&partnerID=8YFLogxK
U2 - 10.1177/1548051817750538
DO - 10.1177/1548051817750538
M3 - Article
AN - SCOPUS:85048983201
VL - 25
SP - 257
EP - 276
JO - Journal of Leadership and Organizational Studies
JF - Journal of Leadership and Organizational Studies
SN - 1548-0518
IS - 3
ER -