The Review of Empowerment Leadership
Author(s)
Yingying Liu
ABSTRACT
First, the paper starts with the meaning of power and empowerment and discusses the concept of empowering leadership. It summarizes the constructs and measuring instruments of empowering leadership by literature analysis. Second, on the basis of empirical researches, it analyzes the antecedents and effectiveness as well as intervening factors. Finally, it points out the limitations of current researches and some prospects for the future research.
First, the paper starts with the meaning of power and empowerment and discusses the concept of empowering leadership. It summarizes the constructs and measuring instruments of empowering leadership by literature analysis. Second, on the basis of empirical researches, it analyzes the antecedents and effectiveness as well as intervening factors. Finally, it points out the limitations of current researches and some prospects for the future research.
Cite this paper
Liu, Y. (2015) The Review of Empowerment Leadership. Open Journal of Business and Management, 3, 476-482. doi: 10.4236/ojbm.2015.34049.
Liu, Y. (2015) The Review of Empowerment Leadership. Open Journal of Business and Management, 3, 476-482. doi: 10.4236/ojbm.2015.34049.
References
[1] Li, Y. and Wei, F. (2010) Evolution of Leadership Theory and Frontier Progress. Journal of Management, 4, 517-524. [2] Manz, C.C. and Sims, H.P. (1990) Super Leadership. Berkeley Books, New York. [3] Pearce, C.L., et al. (2003) Transactors, Transformers and beyond: A Multi-Method Development of a Theoretical Typology of Leadership. Journal of Management Development, 22, 273-307.
http://dx.doi.org/10.1108/02621710310467587 [4] Magee, J.C., et al. (2008) Power and the Objectification of Social Targets. Journal of Personality & Social Psychology, 95, 111-127.
http://dx.doi.org/10.1037/0022-3514.95.1.111 [5] Hakimi, N., et al. (2010) Leader Empowering Behavior: The Leader’s Perspective. British Journal of Management, 21, 701-716.
http://dx.doi.org/10.1111/j.1467-8551.2010.00703.x [6] McClelland, D.C. (1975) Power: The Inner Experience. Vol. 95, Irvington Publishers, New York, 427-429. [7] Bandura, A. and Gervone, D. (1986) Differential Engagement of Self-Reactive Influences in Cognitive Motivation. Organizational Behavior & Human Decision Processes, 38, 92-113.
http://dx.doi.org/10.1016/0749-5978(86)90028-2 [8] Ahearne, J.M., et al. (2005) To Empower or Not to Empower Your Sales Force? An Empirical Examination of Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance. Journal of Applied Psychology, 90, 945-955.
http://dx.doi.org/10.1037/0021-9010.90.5.945 [9] Conger, J.A. and Kanungo, R.N. (1988) The Empowerment Process: Integrating Theory and Practice. Academy of Management Review, 13, 471-482. [10] Thomas, K.W. and Velthouse, B.A. (1990) Cognitive Elements of Empowerment: An “Interpretive” Model of Intrsic Task Motivation. Academy of Management Review, 15, 666-681. [11] Spreitzer, G.M. (1995) Psychological Empowerment in the Work-Place: Dimensions, Measurement, and Validation. Academy of Management Journal, 38, 1442-1465.
http://dx.doi.org/10.2307/256865 [12] Thomas, K. and Tymon, W. (1994) Does Empowerment Always Work? Understanding the Role of Intrinsic Motivation and Personal Interpretation. Journal of Management Systems, 6, 1-13. [13] Arnold, J.A., Arad, S., Rhoades, J.A. and Drasgow, F. (2000) The Empowering Leadership Questionnaire: The Construction and Validation of a New Scale for Measuring Leader Behaviors. Journal of Organizational Behavior, 21, 249-269.
http://dx.doi.org/10.1002/(SICI)1099-1379(200005)21:3<249::AID-JOB10>3.0.CO;2-# [14] Konczak, L.J., Stelly, D.J. and Trusty, M.L. (2000) Defining and Measuring Empowering Leader Behaviors: Development of an Upward Feedback Instrument. Educational and Psychological Measurement, 60, 301-313.
http://dx.doi.org/10.1177/00131640021970420 [15] Lee, M. and Koh, J. (2001) Is Empowerment Really a New Concept? International Journal of Human Resource Management, 12, 684-695.
http://dx.doi.org/10.1080/713769649 [16] Wei, H.M. and Long, L.R. (2011) The Influence of Cognition and Emotional Trust, Sense of Power Distance and System Control on the Leadership Empowerment Behavior. Journal of Management Engineering, 5. [17] Yang, Y., Long, L.R. and Zhou, L.F. (2010) Empowerment Risk Consideration and Empowerment Behavior: The Effect of Leadership—Member Exchange and Centralization Degree. Journal of Psychology, 42, 875-885. [18] Offerman, L.R. and Hellmann, P.S. (1997) Culture’s Consequences for Leadership Behavior. Journal of Cross-Cultural Psychology, 28, 342-351.
http://dx.doi.org/10.1177/0022022197283008 [19] Liu, W.X., Liao, J.Q. and Huang, S.H. (2010) Uncertainty Avoidance, Work Burden and Leadership Empowerment Behavior: The Moderate Effect of Controlling Desire and Management Hierarchy. Nankai Management Review, 15, 4-12. [20] Rosener, J.B. (1990) Ways Women Lead. Harvard Business Review, 68, 119-125. [21] Eagly, A.H., Johannesen-Schmidt, M.C. and van Engen, M.L. (2003) Transformational, Transactional, and Laissez- Faire Leadership Styles: A Meta-Analysis Comparing Women and Men. Psychological Bulletin, 129, 569-591.
http://dx.doi.org/10.1037/0033-2909.129.4.569 [22] Slaughter, B.B. (2012) The Relationship between Leader Gender and Empowering Behavior. Dissertation, Fielding Graduate University, Santa Barbara. [23] Raub, S. and Robert, C. (2010) Differential Effects of Empowering Leadership on In-Role and Extra-Role Employee Behaviors: Exploring the Role of Psychological Empowerment and Power Values. Human Relations, 63, 1743-1770.
http://dx.doi.org/10.1177/0018726710365092 [24] Gao, L., Janssen, O. and Shi, K. (2011) Leader Trust and Employee Voice: The Moderating Role of Empowering Leader Behaviors. The Leadership Quarterly, 22, 787-798.
http://dx.doi.org/10.1016/j.leaqua.2011.05.015 [25] Chen, G., Sharma, P.N., Edinger, S.K., Shapiro, D.L. and Farh, J.-L. (2011) Motivation and Demotivating Forces in Teams: Cross-Level Influence of Empowering Leadership and Relationship Conflict. Journal of Applied Psychology, 96, 541-557.
http://dx.doi.org/10.1037/a0021886 [26] Kirman, B.L. and Rosen, B. (1999) Beyond Self-Management: Antecedents and Consequences of Team Empowerment. Academy of Management Journal, 42, 58-74.
http://dx.doi.org/10.2307/256874 [27] Humborstad, S.W., Nerstad, C.G.L. and Dysvik, A. (2014) Empowering Leadership, Employee Goal Orientations and Work Performance: A Competing Hypothesis Approach. Personnel Review, 43, 246-271.
http://dx.doi.org/10.1108/PR-01-2012-0008 [28] Wellins, R.S., Byham, W. and Wilson, J. (1991) Empowered Teams: Creating Self-Directed Work Groups That Improve Quality, Productivity, and Participation. Jossey-Bass, San Francisco. [29] Guzzo, R.A., et al. (1991) What Makes High-Performing Teams Effective? Unpublished Manuscript, University of Maryland, College Park. [30] Gorn, G.J. and Kanungo, R.N. (1980) Job Involvement and Motivation: Are Intrinsically Motivated Managers More Job Involved? Organizational Behavior and Human Performance, 26, 265-277.
http://dx.doi.org/10.1016/0030-5073(80)90059-8 [31] Cordery, J.L., Mueller, W.S. and Smith, L.M. (1991) Attitudinal and Behavioral Effects of Autonomous Group Working: A Longitudinal Field Study. The Academy of Management Journal, 34, 464-476.
http://dx.doi.org/10.2307/256452 [32] Fong, K.H. and Snape, E. (2015) Empowering Leadership, Psychological Empowerment and Employee Outcomes: Testing a Multi-Level Mediating Model. British Journal of Management, 26, 126-138.
http://dx.doi.org/10.1111/1467-8551.12048 [33] Birdi, K., Clegg, C., Patterson, M., Robinson, A., Stride, C.B., Wall, T.D. and Wood, S.J. (2008) The Impact of Human Resource and Operational Management Practices on Company Productivity: A Longitudinal Study. Personnel Psychology, 61, 467-501.
http://dx.doi.org/10.1111/j.1744-6570.2008.00136.x [34] Carmeli, A., Schaubroeck, J. and Tishler, A. (2011) How CEO Empowering Leadership Shapes Top Management Team Processes: Implications for Firm Performance. Leadership Quarterly, 22, 399-411.
http://dx.doi.org/10.1016/j.leaqua.2011.02.013
[1] Li, Y. and Wei, F. (2010) Evolution of Leadership Theory and Frontier Progress. Journal of Management, 4, 517-524. [2] Manz, C.C. and Sims, H.P. (1990) Super Leadership. Berkeley Books, New York. [3] Pearce, C.L., et al. (2003) Transactors, Transformers and beyond: A Multi-Method Development of a Theoretical Typology of Leadership. Journal of Management Development, 22, 273-307.
http://dx.doi.org/10.1108/02621710310467587 [4] Magee, J.C., et al. (2008) Power and the Objectification of Social Targets. Journal of Personality & Social Psychology, 95, 111-127.
http://dx.doi.org/10.1037/0022-3514.95.1.111 [5] Hakimi, N., et al. (2010) Leader Empowering Behavior: The Leader’s Perspective. British Journal of Management, 21, 701-716.
http://dx.doi.org/10.1111/j.1467-8551.2010.00703.x [6] McClelland, D.C. (1975) Power: The Inner Experience. Vol. 95, Irvington Publishers, New York, 427-429. [7] Bandura, A. and Gervone, D. (1986) Differential Engagement of Self-Reactive Influences in Cognitive Motivation. Organizational Behavior & Human Decision Processes, 38, 92-113.
http://dx.doi.org/10.1016/0749-5978(86)90028-2 [8] Ahearne, J.M., et al. (2005) To Empower or Not to Empower Your Sales Force? An Empirical Examination of Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance. Journal of Applied Psychology, 90, 945-955.
http://dx.doi.org/10.1037/0021-9010.90.5.945 [9] Conger, J.A. and Kanungo, R.N. (1988) The Empowerment Process: Integrating Theory and Practice. Academy of Management Review, 13, 471-482. [10] Thomas, K.W. and Velthouse, B.A. (1990) Cognitive Elements of Empowerment: An “Interpretive” Model of Intrsic Task Motivation. Academy of Management Review, 15, 666-681. [11] Spreitzer, G.M. (1995) Psychological Empowerment in the Work-Place: Dimensions, Measurement, and Validation. Academy of Management Journal, 38, 1442-1465.
http://dx.doi.org/10.2307/256865 [12] Thomas, K. and Tymon, W. (1994) Does Empowerment Always Work? Understanding the Role of Intrinsic Motivation and Personal Interpretation. Journal of Management Systems, 6, 1-13. [13] Arnold, J.A., Arad, S., Rhoades, J.A. and Drasgow, F. (2000) The Empowering Leadership Questionnaire: The Construction and Validation of a New Scale for Measuring Leader Behaviors. Journal of Organizational Behavior, 21, 249-269.
http://dx.doi.org/10.1002/(SICI)1099-1379(200005)21:3<249::AID-JOB10>3.0.CO;2-# [14] Konczak, L.J., Stelly, D.J. and Trusty, M.L. (2000) Defining and Measuring Empowering Leader Behaviors: Development of an Upward Feedback Instrument. Educational and Psychological Measurement, 60, 301-313.
http://dx.doi.org/10.1177/00131640021970420 [15] Lee, M. and Koh, J. (2001) Is Empowerment Really a New Concept? International Journal of Human Resource Management, 12, 684-695.
http://dx.doi.org/10.1080/713769649 [16] Wei, H.M. and Long, L.R. (2011) The Influence of Cognition and Emotional Trust, Sense of Power Distance and System Control on the Leadership Empowerment Behavior. Journal of Management Engineering, 5. [17] Yang, Y., Long, L.R. and Zhou, L.F. (2010) Empowerment Risk Consideration and Empowerment Behavior: The Effect of Leadership—Member Exchange and Centralization Degree. Journal of Psychology, 42, 875-885. [18] Offerman, L.R. and Hellmann, P.S. (1997) Culture’s Consequences for Leadership Behavior. Journal of Cross-Cultural Psychology, 28, 342-351.
http://dx.doi.org/10.1177/0022022197283008 [19] Liu, W.X., Liao, J.Q. and Huang, S.H. (2010) Uncertainty Avoidance, Work Burden and Leadership Empowerment Behavior: The Moderate Effect of Controlling Desire and Management Hierarchy. Nankai Management Review, 15, 4-12. [20] Rosener, J.B. (1990) Ways Women Lead. Harvard Business Review, 68, 119-125. [21] Eagly, A.H., Johannesen-Schmidt, M.C. and van Engen, M.L. (2003) Transformational, Transactional, and Laissez- Faire Leadership Styles: A Meta-Analysis Comparing Women and Men. Psychological Bulletin, 129, 569-591.
http://dx.doi.org/10.1037/0033-2909.129.4.569 [22] Slaughter, B.B. (2012) The Relationship between Leader Gender and Empowering Behavior. Dissertation, Fielding Graduate University, Santa Barbara. [23] Raub, S. and Robert, C. (2010) Differential Effects of Empowering Leadership on In-Role and Extra-Role Employee Behaviors: Exploring the Role of Psychological Empowerment and Power Values. Human Relations, 63, 1743-1770.
http://dx.doi.org/10.1177/0018726710365092 [24] Gao, L., Janssen, O. and Shi, K. (2011) Leader Trust and Employee Voice: The Moderating Role of Empowering Leader Behaviors. The Leadership Quarterly, 22, 787-798.
http://dx.doi.org/10.1016/j.leaqua.2011.05.015 [25] Chen, G., Sharma, P.N., Edinger, S.K., Shapiro, D.L. and Farh, J.-L. (2011) Motivation and Demotivating Forces in Teams: Cross-Level Influence of Empowering Leadership and Relationship Conflict. Journal of Applied Psychology, 96, 541-557.
http://dx.doi.org/10.1037/a0021886 [26] Kirman, B.L. and Rosen, B. (1999) Beyond Self-Management: Antecedents and Consequences of Team Empowerment. Academy of Management Journal, 42, 58-74.
http://dx.doi.org/10.2307/256874 [27] Humborstad, S.W., Nerstad, C.G.L. and Dysvik, A. (2014) Empowering Leadership, Employee Goal Orientations and Work Performance: A Competing Hypothesis Approach. Personnel Review, 43, 246-271.
http://dx.doi.org/10.1108/PR-01-2012-0008 [28] Wellins, R.S., Byham, W. and Wilson, J. (1991) Empowered Teams: Creating Self-Directed Work Groups That Improve Quality, Productivity, and Participation. Jossey-Bass, San Francisco. [29] Guzzo, R.A., et al. (1991) What Makes High-Performing Teams Effective? Unpublished Manuscript, University of Maryland, College Park. [30] Gorn, G.J. and Kanungo, R.N. (1980) Job Involvement and Motivation: Are Intrinsically Motivated Managers More Job Involved? Organizational Behavior and Human Performance, 26, 265-277.
http://dx.doi.org/10.1016/0030-5073(80)90059-8 [31] Cordery, J.L., Mueller, W.S. and Smith, L.M. (1991) Attitudinal and Behavioral Effects of Autonomous Group Working: A Longitudinal Field Study. The Academy of Management Journal, 34, 464-476.
http://dx.doi.org/10.2307/256452 [32] Fong, K.H. and Snape, E. (2015) Empowering Leadership, Psychological Empowerment and Employee Outcomes: Testing a Multi-Level Mediating Model. British Journal of Management, 26, 126-138.
http://dx.doi.org/10.1111/1467-8551.12048 [33] Birdi, K., Clegg, C., Patterson, M., Robinson, A., Stride, C.B., Wall, T.D. and Wood, S.J. (2008) The Impact of Human Resource and Operational Management Practices on Company Productivity: A Longitudinal Study. Personnel Psychology, 61, 467-501.
http://dx.doi.org/10.1111/j.1744-6570.2008.00136.x [34] Carmeli, A., Schaubroeck, J. and Tishler, A. (2011) How CEO Empowering Leadership Shapes Top Management Team Processes: Implications for Firm Performance. Leadership Quarterly, 22, 399-411.
http://dx.doi.org/10.1016/j.leaqua.2011.02.013