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Empowering leadership: employee-related antecedents and consequences

Author

Listed:
  • Shenghui Wang

    (Dongbei University of Finance and Economics)

  • Irene E. De Pater

    (Curtin University)

  • Ming Yi

    (Southwestern University of Finance and Economics)

  • Yuchen Zhang

    (Tongji University)

  • Tsung-Pao Yang

    (National Sun Yat-Sen University)

Abstract

We develop a theoretical model of empowering leadership that integrates role-based views of followership and social information processing theory and adds a reciprocal component to research on empowering leadership. Our theoretical model proposes that employee task performance and the quality of the supervisor-employee relationship serve as cues that shape supervisor empowerment behaviors, which, in turn, serve as cues that influence employee voice through employee state promotion focus. Data from 223 supervisor-employee dyads supported our hypotheses and showed that supervisors engage in more empowerment behaviors with employees who perform well and with whom they have a good relationship. Supervisors’ empowerment behaviors elicit a state promotion focus in employees, which stimulates these employees to express their concerns, ideas, and opinions in order to improve the functioning of the employee, the team, or the organization.

Suggested Citation

  • Shenghui Wang & Irene E. De Pater & Ming Yi & Yuchen Zhang & Tsung-Pao Yang, 2022. "Empowering leadership: employee-related antecedents and consequences," Asia Pacific Journal of Management, Springer, vol. 39(2), pages 457-481, June.
    • Handle: RePEc:kap:asiapa:v:39:y:2022:i:2:d:10.1007_s10490-020-09734-w
    DOI: 10.1007/s10490-020-09734-w
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    References listed on IDEAS

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