Angels, demons and empowering leadership: simultaneous compensatory links to work role performance
Prior research indicates that empowering leadership has simultaneous contradictory effects on work performance. This study aimed to explore contradictory mechanisms through which empowering leadership is related to work role performance behaviors. The sample was composed of 274 professionals from fi...
| Autores: | , , |
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| Tipo de recurso: | artículo |
| Estado: | Versión aceptada para publicación |
| Fecha de publicación: | 2022 |
| País: | España |
| Institución: | Universitat Oberta de Catalunya (UOC) |
| Repositorio: | O2, repositorio institucional de la UOC |
| OAI Identifier: | oai:openaccess.uoc.edu:10609/147678 |
| Acceso en línea: | http://hdl.handle.net/10609/147678 http://doi.org/10.1108/BJM-06-2022-0211 |
| Access Level: | acceso abierto |
| Palabra clave: | empowering leadership empowerment proactivity uncertainty work performance work role performance potenciar el lideratge empoderament proactivitat incertesa rendiment laboral rendiment del rol laboral liderazgo empoderador empoderamiento proactividad incertidumbre desempeño laboral desempeño del rol de trabajo Leadership Lideratge Liderazgo |
| Sumario: | Prior research indicates that empowering leadership has simultaneous contradictory effects on work performance. This study aimed to explore contradictory mechanisms through which empowering leadership is related to work role performance behaviors. The sample was composed of 274 professionals from five IT companies located in the Baltic area. OLS regression analyses were performed using MEDCURVE for SPSS 23.0. Empowering leadership is positively related to work role performance behaviors; additionally, perceived uncertainty mediates the relationship between empowering leadership and work role performance behaviors, with the relationship between empowering leadership and uncertainty having a curvilinear U-shape (concave upward). That is, although empowering leadership is positively related to work role performance, the relationship between empowering leadership and work role performance though uncertainty becomes non-significant at high levels of empowering leadership. This is one of the first studies to demonstrate that empowering leadership is related to work performance through simultaneous compensatory mechanisms. Moreover, this study provides evidence about the curvilinear relationship between empowering leadership and performance through uncertainty (previously unknown). |
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