Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance

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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.

Original languageEnglish (US)
Pages (from-to)11-38
Number of pages28
JournalGroup and Organization Management
Volume42
Issue number1
DOIs
StatePublished - Feb 1 2017

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All Science Journal Classification (ASJC) codes

  • Arts and Humanities (miscellaneous)
  • Applied Psychology
  • Organizational Behavior and Human Resource Management

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