Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance
- 26 July 2016
- journal article
- research article
- Published by SAGE Publications in Group & Organization Management
- Vol. 42 (1), 11-38
- https://doi.org/10.1177/1059601116646474
Abstract
Although empowering leadership is generally considered to be a desirable leadership approach, its effectiveness has been questioned and the response is mixed. Integrating the “Too-Much-of-a-Good-Thing” effect and dual task processing, this study examines the relationship between empowering leadership and task performance. Specifically, we suggest a curvilinear relationship between empowering leadership and employee task performance. Further, applying a leadership contingency perspective, we propose that the curvilinear relationship between empowering leadership and employee task performance is moderated by employee learning orientation. Using survey data from 137 supervisor–subordinate dyads, our results show that the inverted U-shaped relationship between empowering leadership and employee task performance is moderated by employee learning orientation. Theoretical and practical implications are discussed.Keywords
This publication has 76 references indexed in Scilit:
- Evidence for a curvilinear relationship between abusive supervision and creativity in South KoreaThe Leadership Quarterly, 2013
- Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in TeamsThe Academy of Management Journal, 2013
- The Janus face of paternalistic leaders: Authoritarianism, benevolence, subordinates' organization‐based self‐esteem, and performanceJournal of Organizational Behavior, 2012
- The Too-Much-of-a-Good-Thing Effect in ManagementJournal of Management, 2011
- Differential effects of empowering leadership on in-role and extra-role employee behaviors: Exploring the role of psychological empowerment and power valuesHuman Relations, 2010
- Management team learning orientation and business unit performance.Journal of Applied Psychology, 2003
- To Parcel or Not to Parcel: Exploring the Question, Weighing the MeritsStructural Equation Modeling: A Multidisciplinary Journal, 2002
- PSYCHOLOGICAL, EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT AND VALIDATION.The Academy of Management Journal, 1995
- A causal model to evaluate the relationships among supervision, role stress, organizational commitment and internal service qualityEuropean Journal of Marketing, 1995
- A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settingsOrganizational Behavior and Human Decision Processes, 1985