Structural and Psychological Empowerment Climates, Performance, and the Moderating Role of Shared Felt Accountability: A Managerial Perspective

• 成果类型: Article
• 署名作者: Wallace, J. Craig; Johnson, Paul D.; Mathe, Kimberly; Paul, Jeff
• 署名单位: Oklahoma State University System; Oklahoma State University - Tulsa; University of North Carolina; Western Carolina University
• 刊物名称: JOURNAL OF APPLIED PSYCHOLOGY
• ISSN/ISSBN: 0021-9010
• DOI: 10.1037/a0022227
• 发表日期: 2011
• 页码: 840-850
• 关键词: empowerment; leadership; ACCOUNTABILITY; performance; climate

摘要

The authors proposed and tested a model in which data were collected from managers (n = 539) at 116 corporate-owned quick service restaurants to assess the structural and psychological empowerment process as moderated by shared-felt accountability on indices of performance from a managerial perspective. The authors found that empowering leadership climate positively relates to psychological empowerment climate. In turn, psychological empowerment climate relates to performance only under conditions of high-felt accountability; it does not relate to performance under conditions of low-felt accountability. Overall, the present results indicate that the quick-service restaurant managers, who feel more empowered, operate restaurants that perform better than managers who feel less empowered, but only when those empowered managers also feel a high sense of accountability.