A review of the effectiveness of empowering leadership

Minyoung Cheong, Francis J. Yammarino, Shelley D. Dionne, Seth M. Spain, Chou Yu Tsai

Research output: Contribution to journalArticle

20 Scopus citations

Abstract

Based on a review of empirical literature on empowering leadership, given incongruent and mixed results, the current work suggests reconsidering the effectiveness of empowering leadership. We propose a framework for examining the effectiveness of empowering leadership that considers: 1) feasibility of non-linear main effects of empowering leadership on work-related outcomes, 2) possibility of reverse causation between empowering leadership and work-related outcomes, 3) potential contradictory mediating mechanisms through which empowering leadership influences work-related outcomes, 4) consideration of boundary conditions which could alter the relationships between empowering leadership and work-related outcomes, and 5) consideration of levels-of-analysis and multilevel issues in empowering leadership. Our framework considers the multifaceted nature of empowering leadership and offers a guiding tool for advancing future research in this area.

Original languageEnglish (US)
Pages (from-to)34-58
Number of pages25
JournalLeadership Quarterly
Volume30
Issue number1
DOIs
StatePublished - Feb 2019

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Applied Psychology
  • Sociology and Political Science
  • Organizational Behavior and Human Resource Management

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    Cheong, M., Yammarino, F. J., Dionne, S. D., Spain, S. M., & Tsai, C. Y. (2019). A review of the effectiveness of empowering leadership. Leadership Quarterly, 30(1), 34-58. https://doi.org/10.1016/j.leaqua.2018.08.005