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Empowered to lead: the role of psychological empowerment in leadership

✍ Scribed by Gretchen M. Spreitzer; Suzanne C. De Janasz; Robert E. Quinn

Publisher: John Wiley and Sons
Year: 1999
Tongue: English
Weight: 164 KB
Volume: 20
Category: Article
ISSN: 0894-3796
DOI: 10.1002/(sici)1099-1379(199907)20:4<511::aid-job900>3.0.co;2-l

No coin nor oath required. For personal study only.

✦ Synopsis

This study examines the relationship between psychological empowerment and leadership. Empowered supervisors are hypothesized to be innovative, upward in¯uencing, and inspirational and less focused on monitoring to maintain the status quo. Tested on a sample of mid-level supervisors from a Fortune 500 organization, the hypotheses were largely supported. Supervisors who reported higher levels of empowerment were seen by their subordinates as more innovative, upward in¯uencing, and inspirational. No relationship was found between supervisory empowerment and monitoring behaviours. Implications for theory and practice are discussed, and future research directions are suggested.

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