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How do empowering conditions lead to empowered behaviours? Test of a mediation model

How do empowering conditions lead to empowered behaviours? Test of a mediation model Behavioural outcomes of empowerment are not often studied comprehensively and in a specific manner in the literature. The purpose of this paper is to test a research model that specifies how two empowering conditions (empowering leadership and job autonomy) influence specific behavioural outcomes expected from empowered subordinates (discretionary-empowered behaviours and participation in decision making). A mediated model through psychological empowerment is hypothesised.Design/methodology/approachA cross-sectional questionnaire study relying on 141 dyads of subordinates-supervisors was conducted. Subordinates provided information on psychological empowerment and empowering leadership, while supervisors assessed job autonomy and behavioural outcomes.FindingsStructural equation modelling analyses lent partial support to the hypothesised model. Psychological empowerment completely mediated the relationships between empowering leadership and behavioural outcomes. However, psychological empowerment was a partial mediator of the relationships between job autonomy and behavioural outcomes. A strong direct link was found between job autonomy and participation in decision making.Originality/valueThis study enables to extend the empowerment literature by showing how job design and leadership factors contribute to boost two types of specific empowered behaviours. The contribution is particularly original in the case of subordinates’ participation in decision making that is not often considered as a subordinate’s empowered behaviour. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

How do empowering conditions lead to empowered behaviours? Test of a mediation model

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0268-3946
DOI
10.1108/jmp-09-2016-0292
Publisher site
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Abstract

Behavioural outcomes of empowerment are not often studied comprehensively and in a specific manner in the literature. The purpose of this paper is to test a research model that specifies how two empowering conditions (empowering leadership and job autonomy) influence specific behavioural outcomes expected from empowered subordinates (discretionary-empowered behaviours and participation in decision making). A mediated model through psychological empowerment is hypothesised.Design/methodology/approachA cross-sectional questionnaire study relying on 141 dyads of subordinates-supervisors was conducted. Subordinates provided information on psychological empowerment and empowering leadership, while supervisors assessed job autonomy and behavioural outcomes.FindingsStructural equation modelling analyses lent partial support to the hypothesised model. Psychological empowerment completely mediated the relationships between empowering leadership and behavioural outcomes. However, psychological empowerment was a partial mediator of the relationships between job autonomy and behavioural outcomes. A strong direct link was found between job autonomy and participation in decision making.Originality/valueThis study enables to extend the empowerment literature by showing how job design and leadership factors contribute to boost two types of specific empowered behaviours. The contribution is particularly original in the case of subordinates’ participation in decision making that is not often considered as a subordinate’s empowered behaviour.

Journal

Journal of Managerial Psychology – Emerald Publishing

Published: Sep 18, 2017

Keywords: Leadership; Job characteristics; Employee participation

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