DIRECTIVE VERSUS EMPOWERING LEADERSHIP: A FIELD EXPERIMENT COMPARING IMPACTS ON TASK PROFICIENCY AND PROACTIVITY

• 成果类型: Article
• 署名作者: Martin, Scott L.; Liao, Hui; Campbell, Elizabeth M.
• 署名单位: Zayed University
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/amj.2011.0113
• 发表日期: 2013
• 页码: 1372-1395
• 关键词: PATH-GOAL THEORY; transformational leadership; PSYCHOLOGICAL EMPOWERMENT; job-satisfaction; self-efficacy; PATERNALISTIC LEADERSHIP; ORGANIZATIONAL-BEHAVIOR; MANAGEMENT TEAMS; decision-making; POWER DISTANCE

摘要

Using a field experiment in the United Arab Emirates, we compared the impacts of directive and empowering leadership on customer-rated core task proficiency and proactive behaviors. Results of tests for main effects demonstrated that both directive and empowering leadership increased work unit core task proficiency, but only empowering leadership increased proactive behaviors. Examination of boundary conditions revealed that directive leadership enhanced proactive behaviors for work units that were highly satisfied with their leaders, whereas empowering leadership had stronger effects on both core task proficiency and proactive behaviors for work units that were less satisfied with their leaders. We discuss implications for both theory and practice.