Empowering leadership and managers' career perceptions: Examining effects at both the individual and the team level |
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| Institution: | 1. Department of Management, University of Mannheim, 68161 Mannheim, Germany;2. Department of Business Administration, University of Potsdam, 14482 Potsdam, Germany;3. HR Strategy & Organizational Effectiveness, Henkel AG & Co. KGaA, Henkelstraße 67, 40589 Düsseldorf, Germany;1. Department of Psychology, The University of Houston, 126 Heyne Building, Houston, TX 77204-6021, United States;2. College of Business, Zayed University, Dubai, United Arab Emirates;3. van Driel Consulting, 629 Vrebenia Dr., Satellite Beach, FL 32937, United States;4. Defense Equal Opportunity Management Institute, 366 Tuskegee Airmen Drive, Patrick Air Force Base, FL 32925-3399, United States;5. College of Business and Public Policy, University of Alaska Anchorage, 3211 Providence Drive, RH-306, Anchorage, AK 99508, United States;1. School of Labor and Employment Relations, University of Illinois at Urbana-Champaign, 504 East Armory Avenue, Champaign, IL 61820, USA;2. School of Economics and Management, North China Electric Power University, Beijing, China;1. Indiana University Purdue University Indianapolis, United States;2. Indiana University, United States |
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| Abstract: | In a multilevel model of leadership behavior, we investigated whether and how empowering leadership affects individuals' career perceptions. We developed a conceptual model that links empowering leadership at the individual level and at the group level (mean as well as dispersion) to individuals' career self-efficacy and career satisfaction. To test our model, we used questionnaire data from a multilevel data set of 2493 employees in leadership positions nested in 704 teams from a large German corporation. Hierarchical linear regression analyses showed that empowering leadership at the individual level was positively related to career self-efficacy, which in turn mediated the relationship between empowering leadership and career satisfaction. Empowering leadership at the group level was positively related to career self-efficacy when it was conceptualized as leadership differentiation (i.e., the standard deviation of empowering leadership ratings), but not when it was conceptualized as leadership climate (i.e., mean empowering leadership ratings). Career self-efficacy in turn mediated the relationship between empowering leadership differentiation and career satisfaction. Finally, we found a negative relationship between empowering leadership differentiation and career satisfaction. |
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