The impact of participative leadership behavior on psychological empowerment and organizational commitment in Chinese state-owned enterprises: The moderating role of organizational tenure

Xu Huang*, Kan Shi, Zhijie Zhang, Yat Lee Cheung

*Corresponding author for this work

Research output: Contribution to journalJournal articlepeer-review

136 Citations (Scopus)

Abstract

We investigated whether participative leadership behavior can produce psychological empowerment, which in turn, leads to organizational commitment for employees of Chinese state-owned enterprises. Based on the data collected from 173 employees in two state-owned enterprises, we found that participative leadership behavior was associated with organizational commitment, but not with all four dimensions of psychological empowerment, namely, meaning, competence, self-determination, and impact. Our findings also showed that while participative leadership behavior tended to make short-tenure employees feel competent and thus, more committed to an organization, such leadership behavior did not have a significant impact on competence as well as organizational commitment for long-tenure employees.

Original languageEnglish
Pages (from-to)345-367
Number of pages23
JournalAsia Pacific Journal of Management
Volume23
Issue number3
DOIs
Publication statusPublished - Sept 2006

Scopus Subject Areas

  • Business and International Management
  • Economics, Econometrics and Finance (miscellaneous)
  • Strategy and Management

User-Defined Keywords

  • Empowerment
  • Organizational commitment
  • Participative leadership

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