http://dx.doi.org/10.1111/1467-8551.12048">
 

Document Type

Journal Article

Department/Unit

Department of Management

Title

Empowering leadership, psychological empowerment and employee outcomes: Testing a multi-level mediating model

Language

English

Abstract

© 2013 British Academy of Management. This study examined the effects of empowering leadership on employees in a customer service organization, using data from 266 employees and their supervisors from 41 work teams in a division of a large Hong Kong telecommunications corporation. Empowering leadership had acceptable levels of within-group agreement and between-group variability, providing support for its analysis as a group-level construct. Testing a multi-level model in which psychological empowerment was hypothesized to mediate the relationship between both within-group and between-group empowering leadership and individual outcomes, empowering leadership was associated with psychological empowerment at both levels. There was evidence of significant mediation effects at both the individual and group levels. These findings underline the importance of analysing both within-group and between-group differences in empowering leadership and their effects on individual attitudes and behaviours.

Publication Date

2015

Source Publication Title

British Journal of Management

Volume

26

Issue

1

Start Page

126

End Page

138

Publisher

Wiley

ISSN (print)

10453172

ISSN (electronic)

14678551

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