Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/12462
Title: Helplessness of empowerment : the joint effect of participative leadership and controllability attributional style on empowerment and performance
Authors: Huang, X 
Keywords: leadership
management
motivation
organizational psychology
participation and workplace democracy
Issue Date: 2012
Publisher: SAGE Publications
Source: Human relations, 2012, v. 65, no. 3, p. 313-334 How to cite?
Journal: Human relations 
Abstract: This study investigated how the controllability attributional style of an employee influences the effect of participative leadership on psychological empowerment and work performance. The controllability attributional style refers to the extent to which employees habitually attribute their negative organizational experiences such as failures and setbacks to controllable or uncontrollable causes. The results of two studies consistently showed that participative leadership had a weaker impact on employees' psychological empowerment for those who had a low rather than high controllability attributional style. In Study 2, psychological empowerment was found to fully mediate the joint effect of participative leadership and the controllability attributional style on the objective work performance of employees measured a month later.
URI: http://hdl.handle.net/10397/12462
ISSN: 0018-7267
EISSN: 1741-282X
DOI: 10.1177/0018726711429876
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