A review of the effectiveness of empowering leadership |
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| Authors: | Minyoung Cheong Francis J Yammarino Shelley D Dionne Seth M Spain Chou-Yu Tsai |
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| Institution: | 1. Pennsylvania State University, School of Graduate Professional Studies at Great Valley, 30 East Swedesford Road, Malvern, PA 19355, United States of America;2. Binghamton University, State University of New York, Center for Leadeship Studies and School of Management, United States of America;3. Concordia University, John Molson School of Business, Canada |
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| Abstract: | Based on a review of empirical literature on empowering leadership, given incongruent and mixed results, the current work suggests reconsidering the effectiveness of empowering leadership. We propose a framework for examining the effectiveness of empowering leadership that considers: 1) feasibility of non-linear main effects of empowering leadership on work-related outcomes, 2) possibility of reverse causation between empowering leadership and work-related outcomes, 3) potential contradictory mediating mechanisms through which empowering leadership influences work-related outcomes, 4) consideration of boundary conditions which could alter the relationships between empowering leadership and work-related outcomes, and 5) consideration of levels-of-analysis and multilevel issues in empowering leadership. Our framework considers the multifaceted nature of empowering leadership and offers a guiding tool for advancing future research in this area. |
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| Keywords: | Empowering leadership Non-linear effects Reverse causation Mediating mechanisms and boundary conditions Levels-of-analysis and multilevel issues |
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