Influencing upward: subordinates’ responses to leaders’ (un)awareness of their empowerment expectations
研究下属何时会向上级表达对授权实践的看法，发现领导者越不了解下属的授权期望，下属越会采用理性说服和鼓舞人心的诉求来影响上级，且任务相互依赖性和自我效能感会强化这一关系。
This study investigated when subordinates engage in upward influence behaviors to voice their opinions on empowerment practices to their leaders. Data were collected from 114 pairs of leader–subordinate dyads at a manufacturing firm. Based on cross-level polynomial regression and response surface analyses, the present study found that the less the leaders were aware of subordinates’ empowerment expectations, the more the subordinates engaged in upward influence behaviors, namely rational persuasion and inspirational appeals. Moreover, high leader–subordinate task interdependence and subordinate self-efficacy as moderators amplified the (in)congruent relationships. The results contribute to empowerment literature by providing valuable insight into the bottom-up influence in the empowerment process.