A study on the paradoxical mechanim of empowering behavior of leader on follower's work role performance

Empowering leadership;Paradoxical mechanism;Work role performance;658

경영대학 경영학과 ;

University:서울대학교 대학원

关键词: Empowering leadership;    Paradoxical mechanism;    Work role performance;    658;   

Others  :  http://s-space.snu.ac.kr/bitstream/10371/124375/1/000000003025.pdf

美国|英语

来源: Seoul National University Open Repository

【 摘 要 】

cognitively positive aspect (i.e. self-efficacy), and emotionally negative aspect (i.e. job induced tension). In turn, each different psychological reaction of employees will have different relationships with their work role performance. On the one hand, one mechanism of empowering behaviors of leader as an enabling process is hypothesized to be positively related to follower’s self-efficacy, and this may increase follower’s work role performance. On the other hand, some features of empowering behaviors of leader such as delegation, and assuming responsibility to the followers which are called burdening process is hypothesized to be positively related to follower’s job induced tension. Then, this negative psychological reaction would prevent followers to achieve optimal work role performance. In addition, drawing on the interactional framework of leadership, moderating effects of job characteristics (i.e. job autonomy) and follower’s individual difference (i.e. goal orientation) are also hypothesized on the relationship between empowering behaviors of leader and two different psychological reactions of employees. These hypotheses were tested with data collected from 226 leader-follower dyads in 11 firms and 6 research centers located in Republic of Korea. The results demonstrated that, as expected, empowering behaviors of leader was both positively related to follower’s self efficacy and job induced tension. In turn, follower’s self efficacy was positively related to work role performance (i.e. enabling process), while follower’s job induced tension was negatively related to work role performance (i.e. burdening process). Unfortunately, moderating effects of job autonomy within the relationship between empowering behaviors of leader and different two psychological reactions were not significant. In addition, among the moderating effects of follower’s goal orientations within these relationships, only the moderating effects of performance avoidance goal orientation within the relationship between empowering behaviors of leader and follower’s job induced tension was statistically significant at marginal significance level. Based on the current empirical research, it is discussed that there are two contradictory mechanisms existed within the relation between empowering behaviors of leader and followers’ work role performance. Moreover, follower’s individual characteristics appeared to shape an important boundary condition within these mechanisms. These results indicate that a comprehensive understanding of empowering behaviors of leader is required to maximize the effectiveness of empowering behaviors of leader. As one of the most crucial and significantly researched topics in organizational studies, empowerment, especially empowering behaviors of leader toward their followers, still has much more issues to be explored and investigated. I hope this study can be highly conducive for studies on empowering leadership at the next level.