Empowering Leadership, Psychological Empowerment and Employee Outcomes: Testing a Multi‐level Mediating Model
基于香港电信公司41个团队266名员工及主管数据，研究发现赋能型领导在个体和团队层面均通过心理赋能影响员工态度和行为，强调分析领导力组内与组间差异的重要性。
This study examined the effects of empowering leadership on employees in a customer service organization, using data from 266 employees and their supervisors from 41 work teams in a division of a large H ong K ong telecommunications corporation. Empowering leadership had acceptable levels of within‐group agreement and between‐group variability, providing support for its analysis as a group‐level construct. Testing a multi‐level model in which psychological empowerment was hypothesized to mediate the relationship between both within‐group and between‐group empowering leadership and individual outcomes, empowering leadership was associated with psychological empowerment at both levels. There was evidence of significant mediation effects at both the individual and group levels. These findings underline the importance of analysing both within‐group and between‐group differences in empowering leadership and their effects on individual attitudes and behaviours.