{"title":"授权他人被遗忘的一面:低社会结构授权如何削弱授权领导对员工心理授权和绩效的影响。","authors":"Tobias Dennerlein, Bradley L Kirkman","doi":"10.1037/apl0001100","DOIUrl":null,"url":null,"abstract":"<p><p>Theory and research have widely argued for and documented positive impacts of empowering leadership on employee psychological empowerment, putting empowering leadership on a pedestal depicting it as a panacea for increasing psychological empowerment. However, we argue that this could be due to not considering social structural empowerment (i.e., a construct manifested in employees' beliefs about their access to resources, access to information, and sociopolitical support) as a so far \"forgotten side\" of empowerment. Using empowerment theory, we depart from this consensus to focus on the moderating role that social structural empowerment can have on the empowering leadership-psychological empowerment relationship. We propose that empowering leadership and social structural empowerment interact to affect employee psychological empowerment, such that lower (vs. higher) social structural empowerment can unintentionally attenuate the positive effects of empowering leadership on psychological empowerment and, ultimately, job performance. Across four studies using unique methods, findings supported our predictions that lower (vs. higher) social structural empowerment can stifle positive effects of empowering leadership on employee psychological empowerment and performance. We highlight the impact that social structural empowerment can have on the empowering leadership-psychological empowerment relationship, providing answers as to why this forgotten side of empowerment should matter to scholars and practitioners. (PsycInfo Database Record (c) 2023 APA, all rights reserved).</p>","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":" ","pages":"1856-1880"},"PeriodicalIF":9.4000,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"2","resultStr":"{\"title\":\"The forgotten side of empowering others: How lower social structural empowerment attenuates the effects of empowering leadership on employee psychological empowerment and performance.\",\"authors\":\"Tobias Dennerlein, Bradley L Kirkman\",\"doi\":\"10.1037/apl0001100\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p><p>Theory and research have widely argued for and documented positive impacts of empowering leadership on employee psychological empowerment, putting empowering leadership on a pedestal depicting it as a panacea for increasing psychological empowerment. However, we argue that this could be due to not considering social structural empowerment (i.e., a construct manifested in employees' beliefs about their access to resources, access to information, and sociopolitical support) as a so far \\\"forgotten side\\\" of empowerment. Using empowerment theory, we depart from this consensus to focus on the moderating role that social structural empowerment can have on the empowering leadership-psychological empowerment relationship. We propose that empowering leadership and social structural empowerment interact to affect employee psychological empowerment, such that lower (vs. higher) social structural empowerment can unintentionally attenuate the positive effects of empowering leadership on psychological empowerment and, ultimately, job performance. Across four studies using unique methods, findings supported our predictions that lower (vs. higher) social structural empowerment can stifle positive effects of empowering leadership on employee psychological empowerment and performance. We highlight the impact that social structural empowerment can have on the empowering leadership-psychological empowerment relationship, providing answers as to why this forgotten side of empowerment should matter to scholars and practitioners. (PsycInfo Database Record (c) 2023 APA, all rights reserved).</p>\",\"PeriodicalId\":15135,\"journal\":{\"name\":\"Journal of Applied Psychology\",\"volume\":\" \",\"pages\":\"1856-1880\"},\"PeriodicalIF\":9.4000,\"publicationDate\":\"2023-11-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"2\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Applied Psychology\",\"FirstCategoryId\":\"102\",\"ListUrlMain\":\"https://doi.org/10.1037/apl0001100\",\"RegionNum\":1,\"RegionCategory\":\"心理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"2023/6/12 0:00:00\",\"PubModel\":\"Epub\",\"JCR\":\"Q1\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Applied Psychology","FirstCategoryId":"102","ListUrlMain":"https://doi.org/10.1037/apl0001100","RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"2023/6/12 0:00:00","PubModel":"Epub","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}
The forgotten side of empowering others: How lower social structural empowerment attenuates the effects of empowering leadership on employee psychological empowerment and performance.
Theory and research have widely argued for and documented positive impacts of empowering leadership on employee psychological empowerment, putting empowering leadership on a pedestal depicting it as a panacea for increasing psychological empowerment. However, we argue that this could be due to not considering social structural empowerment (i.e., a construct manifested in employees' beliefs about their access to resources, access to information, and sociopolitical support) as a so far "forgotten side" of empowerment. Using empowerment theory, we depart from this consensus to focus on the moderating role that social structural empowerment can have on the empowering leadership-psychological empowerment relationship. We propose that empowering leadership and social structural empowerment interact to affect employee psychological empowerment, such that lower (vs. higher) social structural empowerment can unintentionally attenuate the positive effects of empowering leadership on psychological empowerment and, ultimately, job performance. Across four studies using unique methods, findings supported our predictions that lower (vs. higher) social structural empowerment can stifle positive effects of empowering leadership on employee psychological empowerment and performance. We highlight the impact that social structural empowerment can have on the empowering leadership-psychological empowerment relationship, providing answers as to why this forgotten side of empowerment should matter to scholars and practitioners. (PsycInfo Database Record (c) 2023 APA, all rights reserved).
期刊介绍：
The Journal of Applied Psychology® focuses on publishing original investigations that contribute new knowledge and understanding to fields of applied psychology (excluding clinical and applied experimental or human factors, which are better suited for other APA journals). The journal primarily considers empirical and theoretical investigations that enhance understanding of cognitive, motivational, affective, and behavioral psychological phenomena in work and organizational settings. These phenomena can occur at individual, group, organizational, or cultural levels, and in various work settings such as business, education, training, health, service, government, or military institutions. The journal welcomes submissions from both public and private sector organizations, for-profit or nonprofit. It publishes several types of articles, including:
1.Rigorously conducted empirical investigations that expand conceptual understanding (original investigations or meta-analyses).
2.Theory development articles and integrative conceptual reviews that synthesize literature and generate new theories on psychological phenomena to stimulate novel research.
3.Rigorously conducted qualitative research on phenomena that are challenging to capture with quantitative methods or require inductive theory building.
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