Vicarious Empowerment as a Novel Mechanism for Empowering High Power Distance Employees

Abstract

Prior research has questioned the utility of empowerment for high power distance employees. Rather than abandon empowerment in these contexts, we test the plausibility of empowering high power distance employees vicariously through observation, normalization and legitimization of empowered behavior. Extending theories of empowerment and social cognition to account for cultural norms, we provide evidence for the effectiveness of vicarious empowerment among those with high power distance. From a sample of 3,383 employees in 10 companies across six countries, we find a positive association between vicarious empowerment and subjective unit performance, that this relationship is mediated by empowerment climate, and that the indirect effect is moderated by power distance orientation. These relationships contrast with prior research which examines more traditional forms of empowerment across cultures. We explain how our findings inform theory on cross-cultural organizational psychology and workplace empowerment.