Two-sided Effect of Empowering Leadership on Follower’s Job Stress

Y. Sohn, Y. Kang
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引用次数: 3

Abstract

In this study, we aimed to investigate the two-sided effect of empowering leadership on follower’s job stress by focusing on the potential for positive and negative effects of empowering leadership. Based on the empowerment theory and the role theory of accountability, we examined the mediating effects of self-efficacy and felt accountability and the moderated mediation effects of perceived organizational support(POS) in the relationship between empowering leadership and job stress. A total of 427 Korean employees participated in this study through an online survey. The results show that empowering leadership has indirect effects on job stress mediated by self-efficacy and felt accountability. Specifically, empowering leadership reduced job stress via increased self-efficacy, while increased job stress via increased felt accountability. Evidence was also found of the moderating role of POS: the positive relation between felt accountability and job stress was stronger for those with a low level of POS than those with a high POS. However, the moderating effect of POS was not found in the relationship between self-efficacy and job stress. In addition, the mediating effect of felt accountability was moderated by POS in the relationship between empowering leadership and follower’s job stress. Based on the results, we discuss several implications, limitations, and recommendations for future research.
授权型领导对下属工作压力的双边效应
在本研究中,我们旨在探讨授权领导对下属工作压力的双重影响,重点关注授权领导的积极和消极影响。基于授权理论和问责角色理论,本研究考察了自我效能感和问责感在授权领导与工作压力关系中的中介作用,以及组织支持感的调节作用。共有427名韩国员工通过在线调查参与了此次研究。结果表明,授权型领导对自我效能感和责任感介导的工作压力有间接影响。具体来说,授权领导通过提高自我效能来减少工作压力,同时通过增加责任感来增加工作压力。研究还发现,在自我效能感与工作压力的关系中,自我效能感对工作压力的调节作用不显著,自我效能感对工作压力的调节作用在自我效能感与工作压力的关系中不显著。此外,感觉问责在授权型领导与下属工作压力关系中的中介作用被POS调节。基于这些结果,我们讨论了一些启示、局限性和对未来研究的建议。
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