A review of the effectiveness of empowering leadership

By Minyoung Cheong, Francis J. Yammarino, Shelley D. Dionne, Seth M. Spain, Chou‐Yu Tsai. Leadership Quarterly, 2019

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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.

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

View Paper: https://www.semanticscholar.org/paper/aac9e4862d758ea9e78504c88006e95e7cdde25c