Empowered to lead: the role of psychological empowerment in leadership
研究心理赋权对领导行为的影响，发现赋权程度高的主管更被下属视为创新、向上影响和鼓舞人心，但与监控行为无关。
This study examines the relationship between psychological empowerment and leadership. Empowered supervisors are hypothesized to be innovative, upward influencing, and inspirational and less focused on monitoring to maintain the status quo. Tested on a sample of mid-level supervisors from a Fortune 500 organization, the hypotheses were largely supported. Supervisors who reported higher levels of empowerment were seen by their subordinates as more innovative, upward influencing, and inspirational. No relationship was found between supervisory empowerment and monitoring behaviours. Implications for theory and practice are discussed, and future research directions are suggested. Copyright © 1999 John Wiley & Sons, Ltd.