Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates
基于一家财富500强公司527名员工的数据，研究发现参与式领导通过心理授权提升管理者下属的任务绩效和组织公民行为，而通过信任主管提升非管理者下属的绩效。
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. Copyright © 2009 John Wiley & Sons, Ltd.