Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates

By Xu Huang, J. Iun, Aili Liu, Yaping Gong. 2010

426 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a3ab0d65707860a232a2150215f1011596a74f2b

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

A qualitative meta-analysis of trust in supervisor-subordinate relationships (2015, background): “Huang et al. (2010) found a significant direct relationship for trust on performance for non-managerial, but not for managerial subordinates.”
Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity (2020, background): “In particular, participative decision-making will have a positive impact on job attitudes and behaviors by providing employees with psychological empowerment [19,93].”
At What Level (and in Whom) We Trust (2012, background): “…some studies found that trust in leaders increased both in-role performance and organizational citizenship behaviors (OCBs; Colquitt et al., 2007; Huang et al., 2010; Palanski & Yammarino, 2011; Yang & Mossholder, 2010 ), others found that trust in leaders increased OCB but not in-role…”
Participative Leadership and the Organizational Commitment of Civil Servants in China: The Mediating Effects of Trust in Supervisor (2013, positive): “Although recent empirical studies highlight the growing importance of participative leadership to organizational effectiveness in foreign-invested, privately-owned and even stateowned enterprises (Huang et al., 2006; Huang et al., 2010), there has been limited focus on its relevance in the Chinese c”
How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX, Empowerment, and Proactive Personality (2017, background): “Second, because the data used in this study came from a single organization in China, its generalizability to other organizations and other industrial and cultural contexts may be brought into question.”
When Do Employees Cyberloaf? An Interactionist Perspective Examining Personality, Justice, and Empowerment (2016, background): “Studies have found that empowerment is good for employee performance (Chen et al. 2007; Huang et al., 2010), yet our study finds that it may open the door for most people to cyberloaf.”
Assessing the spiritual leadership effectiveness: The contribution of follower's self-concept and preliminary tests for moderation of culture and managerial position (2013, background): “Huang et al. (2010) sampled 527 employees from a large Fortune 500 company in China and found that the link between participative leadership and subordinates' task performance and OCB is mediated by psychological empowerment (the motivational mechanism) of themanagerial group,while the same link…”
Ethical and empowering leadership and leader effectiveness (2013, background): “Empowering leadership and LMX Considerable research suggests that empowering leaders try to enhance subordinate work motivation and performance through delegating authority for job-related decisions (Chen et al., 2011; Huang et al., 2010; Kirkman and Rosen, 1999; Konczak et al., 2000; Yukl and Becke”