Faces of Empowering Leadership
Despite previous work having focused primarily on positive outcomes resulting from empowering leadership, research on this topic has questioned and examined whether more empowering leadership coalesces with a more advisable outcome. When it comes to the cost of autonomy and the theory perspective, the current study proposed that furthering an enabling process of empowering leadership to better self-performance and self-efficacy, can be a burdening process where empowering leadership can cause induced tension. Which in turn can lead to a negative influence of empowering leadership (Cheong, et al. 2016).
The loss of autonomy has a negative effect on self-performance and efficacy because overfeeding the process does not equal a faster result. Empowering leadership in and of itself is a good practice to have, but it should not be a forced process where the gain of leadership skills comes with a negative experience and a loss of autonomy
Hypotheses testing
“Following the Anderson and Gerbing’s (1988) two-step analytical strategy, the measurement model was examined in advance of testing the structural model. The measurement model was examined using confirmatory factor analysis without including control variables.” (Cheong, et al. 2016).
To test the hypotheses of the study at hand, pairs of packages with surveys are administrated to 11 firms and 6 research centers located in Korea. Two versions of questionnaires were used. The first one for the employees and the other for their higher-ups or supervisors. I think this is a smart move. By having two different survey data there is a better understanding of both sides. This allows for a separate evaluation that counters a potential same-source bias.
As an important approach to leadership, empowering leadership refers to a process where sharing power stands central. Because of this, it grants better autonomy and more responsibilities for employees (Amundsen, et al. 2014).
Research on empowering leadership increases, a ruling portion of “more empowering leadership is always associated with more desirable outcomes” has not been tested and/or practiced as thoroughly as it should have. A study has shown that by suggesting a paradoxical mechanism for empowering leadership, they tried to unveil the two faces of empowering leadership. They empirically examined both positive and negative relations when it comes to empowering leadership. The results mostly support these contrasting notions by suggesting that there are two faces, positive and negative, of empowering leadership. Instalments for further research and other professional practices on empowering leadership are still being discussed.
How to become an empowering leader
by Shivaram Muhunthann
Bronvermelding:
Amundsen, S., & Martinsen, O. J. (2014b). Empowering leadership: Construct clarification, conceptualization, and validation of a new scale. Leadership Quarterly, 25(3), 487–511. https://doi.org/10.1016/j.leaqua.2013.11.009
Bunders, A. E., Broerse, J. E. W., & Regeer, B. (2021). Leadership for Empowerment: Analyzing leadership practices in a youth care organization using peer video reflection. Human Service Organizations, Management, Leadership & Governance, 45(5), 431–453. https://doi.org/10.1080/23303131.2021.1961333
Cheong, M., Spain, S. M., Yammarino, F. J., & Yun, S. (2016). Two faces of empowering leadership: Enabling and burdening. Leadership Quarterly, 27(4), 602–616. https://doi.org/10.1016/j.leaqua.2016.01.006