Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/19202
Title: Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non-managerial subordinates
Authors: Huang, X 
Iun, J
Liu, A
Gong, Y
Issue Date: 2010
Publisher: John Wiley & Sons, Ltd.
Source: Journal of organizational behavior, 2010, v. 31, no. 1, p. 122-143 How to cite?
Journal: Journal of organizational behavior 
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.
URI: http://hdl.handle.net/10397/19202
ISSN: 1099-1379
DOI: 10.1002/job.636
Appears in Collections:Journal/Magazine Article

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