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A review of the effectiveness of empowering leadership.

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Title: A review of the effectiveness of empowering leadership.
Authors: Cheong, Minyoung, Yammarino, Francis J., Dionne, Shelley D., Spain, Seth M., Tsai, Chou-Yu
Source: Leadership Quarterly. Feb2019, Vol. 30 Issue 1, p34-58. 25p.
Subjects: Boundary value problems, Leadership, Outcome-based education, Multi-factor authentication, Multifactor Leadership Questionnaire
Abstract: 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. [ABSTRACT FROM AUTHOR]
Copyright of Leadership Quarterly is the property of Elsevier B.V. and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Psychology and Behavioral Sciences Collection
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  Data: A review of the effectiveness of empowering leadership.
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  Data: <searchLink fieldCode="AR" term="%22Cheong%2C+Minyoung%22">Cheong, Minyoung</searchLink><br /><searchLink fieldCode="AR" term="%22Yammarino%2C+Francis+J%2E%22">Yammarino, Francis J.</searchLink><br /><searchLink fieldCode="AR" term="%22Dionne%2C+Shelley+D%2E%22">Dionne, Shelley D.</searchLink><br /><searchLink fieldCode="AR" term="%22Spain%2C+Seth+M%2E%22">Spain, Seth M.</searchLink><br /><searchLink fieldCode="AR" term="%22Tsai%2C+Chou-Yu%22">Tsai, Chou-Yu</searchLink>
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  Data: <searchLink fieldCode="JN" term="%22Leadership+Quarterly%22">Leadership Quarterly</searchLink>. Feb2019, Vol. 30 Issue 1, p34-58. 25p.
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  Data: <searchLink fieldCode="DE" term="%22Boundary+value+problems%22">Boundary value problems</searchLink><br /><searchLink fieldCode="DE" term="%22Leadership%22">Leadership</searchLink><br /><searchLink fieldCode="DE" term="%22Outcome-based+education%22">Outcome-based education</searchLink><br /><searchLink fieldCode="DE" term="%22Multi-factor+authentication%22">Multi-factor authentication</searchLink><br /><searchLink fieldCode="DE" term="%22Multifactor+Leadership+Questionnaire%22">Multifactor Leadership Questionnaire</searchLink>
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  Label: Abstract
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  Data: 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. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of Leadership Quarterly is the property of Elsevier B.V. and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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        Text: English
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              Text: Feb2019
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