The Social Psychology of Organizations.

Synthesizing theories of leadership, empowerment, and creativity, this research built and tested a theoretical model linking empowering leadership with creativity via several intervening variables. Using survey data from professional employees and their supervisors in a large information technology company in China, we found that, as anticipated, empowering leadership positively affected psychological empowerment, which in turn influenced both intrinsic motivation and creative process engagement. These latter two variables then had a positive influence on creativity. Empowerment role identity moderated the link between empowering leadership and psychological empowerment, whereas leader encouragement of creativity moderated the connection between psychological empowerment and creative process engagement.

Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement

https://www.uio.no/studier/emner/matnat/ifi/INF5181/h15/articles-teamwork/mathieu_etal_2008_team-effectiveness-1997_2007_a_review_of_advancements_and_a_glimpse_into_the_future.pdf

Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future:

A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange Integrating the Past With an Eye Toward the Future

This paper provides meta-analytic support for an integrated model specifying the antecedents and consequences of psychological and team empowerment. Results indicate that contextual antecedent constructs representing perceived high-performance managerial practices, socio-political support, leadership, and work characteristics are each strongly related to psychological empowerment. Positive self-evaluation traits are related to psychological empowerment and are as strongly related as the contextual factors. Psychological empowerment is in turn positively associated with a broad range of employee outcomes, including job satisfaction, organizational commitment, and task and contextual performance, and is negatively associated with employee strain and turnover intentions. Team empowerment is positively related to team performance. Further, the magnitude of parallel antecedent and outcome relationships at the individual and team levels is statistically indistinguishable, demonstrating the generalizability of empowerment theory across these 2 levels of analysis. A series of analyses also demonstrates the validity of psychological empowerment as a unitary second-order construct. Implications and future directions for empowerment research and theory are discussed.

Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review.

A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate related differently to individual and team empowerment and interacted to influence individual empowerment. Also, several relationships were supported in more but not in less interdependent teams. Specifically, leader-member exchange related to individual performance partially through individual empowerment; leadership climate related to team performance partially through team empowerment; team empowerment moderated the relationship between individual empowerment and performance; and individual performance was positively related to team performance. Contributions to team leadership theory, research, and practices are discussed.

A Multilevel Study of Leadership, Empowerment, and Performance in Teams

Using a quasi-experimental design, we examined multilevel relationships among leadership, empowerment, and performance in a sample of 62 teams, 445 individual members, 62 team leaders, and 31 exter

Don Allen

Papers

A Multilevel Study of Leadership, Empowerment, and Performance in Teams

A multilevel quasi-experimental study of leadership, empowerment, and performance in teams.