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

doi:10.1002/job.636

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

Department of Management, Marketing and Information Systems

Research output: Contribution to journal › Journal article › peer-review

259 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 language	English
Pages (from-to)	122-143
Number of pages	22
Journal	Journal of Organizational Behavior
Volume	31
Issue number	1
DOIs	https://doi.org/10.1002/job.636
Publication status	Published - Jan 2010

Scopus Subject Areas

Applied Psychology
Sociology and Political Science
General Psychology
Organizational Behavior and Human Resource Management

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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.",

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

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