当前位置: X-MOL 学术Journal of Applied Psychology › 论文详情
Our official English website, www.x-mol.net, welcomes your feedback! (Note: you will need to create a separate account there.)
The forgotten side of empowering others: How lower social structural empowerment attenuates the effects of empowering leadership on employee psychological empowerment and performance.
Journal of Applied Psychology ( IF 11.802 ) Pub Date : 2023-06-12 , DOI: 10.1037/apl0001100
Tobias Dennerlein 1 , Bradley L Kirkman 2
Affiliation  

Theory and research have widely argued for and documented positive impacts of empowering leadership on employee psychological empowerment, putting empowering leadership on a pedestal depicting it as a panacea for increasing psychological empowerment. However, we argue that this could be due to not considering social structural empowerment (i.e., a construct manifested in employees' beliefs about their access to resources, access to information, and sociopolitical support) as a so far "forgotten side" of empowerment. Using empowerment theory, we depart from this consensus to focus on the moderating role that social structural empowerment can have on the empowering leadership-psychological empowerment relationship. We propose that empowering leadership and social structural empowerment interact to affect employee psychological empowerment, such that lower (vs. higher) social structural empowerment can unintentionally attenuate the positive effects of empowering leadership on psychological empowerment and, ultimately, job performance. Across four studies using unique methods, findings supported our predictions that lower (vs. higher) social structural empowerment can stifle positive effects of empowering leadership on employee psychological empowerment and performance. We highlight the impact that social structural empowerment can have on the empowering leadership-psychological empowerment relationship, providing answers as to why this forgotten side of empowerment should matter to scholars and practitioners. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

中文翻译:

授权他人被遗忘的一面:较低的社会结构授权如何减弱领导授权对员工心理授权和绩效的影响。

理论和研究广泛论证并记录了授权领导对员工心理授权的积极影响,将授权领导视为增加心理授权的灵丹妙药。然而,我们认为,这可能是由于没有将社会结构赋权(即,员工对其获取资源、信息和社会政治支持的信念所体现的一种结构)视为迄今为止赋权“被遗忘的一面”。利用赋权理论,我们偏离了这一共识,重点关注社会结构赋权对赋权领导力与心理赋权关系的调节作用。我们认为,领导授权和社会结构授权相互作用,影响员工的心理授权,因此较低(相对较高)的社会结构授权可能会无意中削弱领导授权对心理授权以及最终工作绩效的积极影响。在使用独特方法的四项研究中,结果支持了我们的预测,即较低(相对较高)的社会结构授权会抑制领导力授权对员工心理授权和绩效的积极影响。我们强调社会结构赋权对赋权领导力与心理赋权关系的影响,并回答为什么赋权的这一被遗忘的方面对学者和从业者来说很重要。(PsycInfo 数据库记录 (c) 2023 APA,保留所有权利)。
更新日期:2023-06-12
down
wechat
bug