Helplessness of empowerment: The joint effect of participative leadership and controllability attributional style on empowerment and performance
研究发现，参与型领导对员工心理授权的影响取决于员工的可控性归因风格：习惯将失败归因于不可控因素的员工，参与型领导对其授权和绩效的提升作用更弱。
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.