Who are the empowered employees: Those with high work performance or high ethical behavior?
Who are the empowered employees: Those with high work performance or high ethical behavior?
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谁是被授权的员工：那些工作绩效高或道德行为高的员工？
DOI：
10.1007/s10551-022-05232-9
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发表时间：
2022
影响因子：
6.1
通讯作者：
Xiaolu Li
中科院分区：
文献类型：
--
作者：
Meizhen Lin;Xiaoyi Wu;Xiaolu Li
虽然赋权领导对员工、领导者和组织来说是核心，但很少有研究考察追随者行为及其在激励领导者参与赋权领导中的作用。我们使用探索性的、顺序的混合方法来全面探索员工特征(即工作绩效和道德行为)和领导者感知的威胁对授权领导的影响。我们进行了两项研究-第一项是对来自不同行业的24名经理进行深入访谈，以确定(I)决定授权领导能力的主要员工因素和(Ii)领导者感知到的威胁的类型。确定的五个员工因素和三个领导者感知的威胁为第二个研究中的定量研究奠定了基础。本研究运用领导-成员交换理论和社会优势理论对357对员工-主管调查问卷进行了数据分析。该分析证实了员工道德行为(相对于工作绩效)在预测赋权领导能力方面的重要性，以及领导信任在将员工道德行为和工作绩效与赋权领导能力联系起来方面的关键作用。领导者感知的权力威胁对授权领导产生负面影响，并缓解了领导信任对授权领导的积极影响。因此，这项研究扩展了文献关于授权领导力的视角，包括伦理关注和领导者与成员之间的互动。
Although empowering leadership is central to employees, leaders, and organizations, few studies have examined follower behavior and its role in incentivizing leaders to engage in empowering leadership. We use an exploratory, sequential mixed methods approach to explore comprehensively the influence of employee characteristics (i.e., work performance and ethical behavior) and leader-perceived threats on empowering leadership. We conducted two studies—the first entailed in-depth interviews of 24 managers from different industries to identify (i) the primary employee factors that determine empowering leadership and (ii) the types of leader-perceived threats. The five employee factors and three leader-perceived threats identified lay the groundwork for the quantitative research in the second study. We used leader–member exchange theory and social dominance theory in analyzing data from 357 pairs of employee–supervisor questionnaires. The analysis confirmed the importance of employee ethical behavior (versus work performance) in predicting empowering leadership, and the crucial role of leader trust in connecting employee ethical behavior and work performance with empowering leadership. Leader-perceived power threats negatively influence empowering leadership and mitigate the positive impact of leader trust on empowering leadership. Thus, this study extends the literature’s perspective about empowering leadership to include ethical concerns and leader–member interaction.