Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non-managerial subordinates

Xu Huang*, Joyce Iun, Aili Liu, Yaping Gong

*Corresponding author for this work

Research output: Contribution to journalJournal articlepeer-review

256 Citations (Scopus)

Abstract

We examined whether participative leadership behavior is associated with improved work performance through a motivational process or an exchange-based process. Based on data collected from 527 employees from a Fortune 500 company, we found that the link between superiors' participative leadership behaviors and subordinates' task performance and organizational citizenship behavior toward organizations (OCBO) was mediated by psychological empowerment (motivational mediator) for managerial subordinates. Yet, for non-managerial subordinates such as supporting and front-line employees, the impact of participative leadership on task performance and OCBO was mediated by trust-in-supervisor (exchange-based mediator). Implications for theories and practices are discussed.

Original languageEnglish
Pages (from-to)122-143
Number of pages22
JournalJournal of Organizational Behavior
Volume31
Issue number1
DOIs
Publication statusPublished - Jan 2010

Scopus Subject Areas

  • Applied Psychology
  • Sociology and Political Science
  • Psychology(all)
  • Organizational Behavior and Human Resource Management

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