Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non-managerial subordinates
Article first published online: 28 JUL 2009
Copyright © 2009 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 31, Issue 1, pages 122–143, January 2010
How to Cite
Huang, X., Iun, J., Liu, A. and Gong, Y. (2010), Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non-managerial subordinates. J. Organiz. Behav., 31: 122–143. doi: 10.1002/job.636
- Issue published online: 15 DEC 2009
- Article first published online: 28 JUL 2009
- Manuscript Accepted: 26 MAY 2009
- Manuscript Revised: 13 MAY 2009
- Manuscript Received: 5 OCT 2007
- Research Grants Councils of the Hong Kong Special Administrative Region, People's Republic of China. Grant Number: B-Q785
We examined whether participative leadership behavior is associated with improved work performance through a motivational process or an exchange-based process. Based on data collected from 527 employees from a Fortune 500 company, we found that the link between superiors' participative leadership behaviors and subordinates' task performance and organizational citizenship behavior toward organizations (OCBO) was mediated by psychological empowerment (motivational mediator) for managerial subordinates. Yet, for non-managerial subordinates such as supporting and front-line employees, the impact of participative leadership on task performance and OCBO was mediated by trust-in-supervisor (exchange-based mediator). Implications for theories and practices are discussed. Copyright © 2009 John Wiley & Sons, Ltd.