EmpoweringLeadershipandEmployeeAttitudes,Behaviors,andWell-Being:Enabling,orBurdening?

• Definition:supportsthedevelopmentofself-managementandself-leadershipskillsbyprovidingemployeeswithpowerandresponsibility

• Sometimesassociatedwithpositiveorganizationaloutcomes:increasedjobsatisfactionandcommitment,intrinsicmotivation,andperformance…

• Butnotalways!Sometimes,thereseemstobeaburdeningeffect :forinstance,afterapoint,veryhighlevelsofempoweringleadershipcanloweremployeeperformance(curvilinearrelationship)

àWhy?Forwhom?Underwhatconditions?Moreresearchisneeded!

EmpoweringLeadership

• Self-determinationtheory:saysthebest“type”ofmotivationisautonomousmotivation– itisassociatedwithpositiveemployeeoutcomes

• Autonomousmotivationcomesfromthesatisfactionofthreebasicneeds,themostimportantonebeingtheneedforautonomy

• Empoweringleadersinparticularmayprovideautonomy-supportiveworkenvironment,whichshouldincreaseautonomousmotivationand,inturn,leadtogreaterextra-rolebehavior,well-beingandlowerturnoverintention

• However,thismaydependonfollowerpersonality:employeeswhoareproactiveandhavehighself-efficacymaybenefitfromahighdegreeofautonomymorethanthosewhoarenot.

Background

ResearchModel

• Improvedunderstandingofempoweringleadership(enablingandburdeningeffects)

• Knowledgeoftheeffectsofempoweringleadershiponwell-being,stress,burnout

• Therolesthatself-efficacyandpersonalitycharacteristicsplayinthisrelationship

• Improvedmanagementandorganizationalenvironment,andperformance

Contributions

Amundsen,S.,&Martinsen,Ø L.(2014).EmpoweringLeadership:ConstructClarification,Conceptualization,andValidationofaNewScale. TheLeadershipQuarterly,25(3),487-511.Baard,P.P.,Deci,E.L.,&Ryan,R.M.(2004).IntrinsicNeedSatisfaction:AMotivationalBasisofPerformanceandWell-Being inTwoWorkSettings. JournalofAppliedSocialPsychology,34(10),2045-2068.Cheong,M.,Spain,S.M.,Yammarino,F.J.,&Yun,S.(2016).TwoFacesofEmpoweringLeadership:EnablingandBurdening. TheLeadershipQuarterly,27(4),602-616.Conger,J.A.,&Kanungo,R.N.(1988).TheEmpowermentProcess: IntegratingTheoryandPractice. TheAcademyofManagementReview,13(3),471.Deci,E.L.,Ryan,R.M.,Gagné,M.,Leone,D.R.,Usunov,J.,&Kornazheva,B.P.(2001).NeedSatisfaction,Motivation,andWell-BeingintheWorkOrganizationsofaFormerEasternBlocCountry:ACross-CulturalStudyofSelf-Determination. PersonalityandSocialPsychologyBulletin,27(8),930-942.Dewettinck,K.,&Ameijde,M.V.(2011).LinkingLeadershipEmpowermentBehaviourtoEmployeeAttitudesandBehaviouralIntentions. PersonnelReview,40(3),284-305.Kim,M.,&Beehr,T.A.(2017).Self-EfficacyandPsychologicalOwnershipMediatetheEffectsofEmpoweringLeadershiponBothGoodandBadEmployeeBehaviors. JournalofLeadership&Organizational Studies,24(4),466-478.Kim,H.,&Stoner,M.(2008).BurnoutandTurnoverIntentionAmongSocialWorkers:EffectsofRoleStress,JobAutonomyandSocialSupport. Administration inSocialWork,32(3), 5-25.Lee,S.,Cheong,M.,Kim,M.,&Yun,S.(2017).NeverTooMuch?TheCurvilinearRelationshipBetweenEmpoweringLeadershipandTaskPerformance.Group&OrganizationManagement,42(1),11-38.Morgeson,F.P.,Delaney-Klinger,K.,&Hemingway,M.A.(2005).TheImportanceofJobAutonomy,CognitiveAbility,andJob-RelatedSkillforPredictingRoleBreadthandJobPerformance. JournalofAppliedPsychology,90(2),399-406.Pearce,C.L.,SimsJr,H.P.,Cox,J.F.,Ball,G.,Schnell,E.,Smith,K.A.,&Trevino,L.(2003).Transactors,TransformersandBeyond:AMulti-MethodDevelopmentofaTheoreticalTypologyofLeadership.MeasuringBusinessExcellence,7(3),273-307.Raub,S.,&Robert,C.(2010).DifferentialEffectsofEmpoweringLeadershiponIn-RoleandExtra-RoleEmployeeBehaviors:ExploringtheRoleofPsychologicalEmpowermentandPowerValues. HumanRelations,63(11),1743-1770.Zhang,X.,&Bartol,K.M.(2010).LinkingEmpoweringLeadershipandEmployeeCreativity:TheInfluenceofPsychologicalEmpowerment,IntrinsicMotivation,andCreativeProcessEngagement. AcademyofManagementJournal,53(1),107-128.

References

• Onlinequestionnaire(Time1andTime2)• Sample:employeesfromvariousorganizations• Measures:instrumentswithLikert-typescales• Controlvariables:age,gender,organizational

tenure,personalityvariables

MethodsWhataretheeffectsofanempoweringleaderonsubordinatemotivation,extra-rolebehavior,well-being,andturnoverintention,anddoes

subordinatepersonalitymatter?

ResearchQuestion

• Proposaldefense• Datacollection:contactcompany

representativestorequestpermissionfordatacollection

• Runpreliminarystatisticalanalyses• CollectdataatTime2• Runsubsequentstatisticalanalyses

NextSteps

AnnaConides(MScCandidate,Management),andDr.AlexandraPanaccio(Supervisor)

H1a: Enabling ELwill promote autonomous motivation in subordinatesH1b: The enabling aspect of EL will result in increased extra-role behaviorsthrough enhanced autonomous motivationH1c: The enabling aspect of EL will result in greater well-being throughenhanced autonomous motivationH1d: The enabling aspect of EL will result in decreased turnover intentionthrough enhanced autonomous motivation

H2a: Burdening ELwill promote controlled motivation in subordinatesH2b: The burdening aspect of EL will result in decreased extra-role behaviorsthrough the experience of controlled motivationH2c: The burdening aspect of EL will result in lesser well-being through theexperience of controlled motivationH2d: The burdening aspect of EL will result in increased turnover intentionthrough the experience of controlled motivation

H3a: The relationship between leadership andmotivationwill bemoderatedby perceived self-efficacy and proactive personalityH3b: Mediating effect will be strengthened by an increase inmoderator

Hypotheses

EmpoweringLeadership(Enabling/Burdening)

Motivation(Autonomous/Controlled)

Well-being

Extra-RoleBehavior

TurnoverIntention

ProactivePersonality

Self-Efficacy

Autonomy Competence Relatedness

Self-DeterminationTheory(Deci&Ryan,2000)