Never too much? The curvilinear relationship between empowering leadership and task performance

Journal article


Lee, Soojin, Cheong, Minyoung, Kim, Myungsun and Yun, Seokhwa. (2017). Never too much? The curvilinear relationship between empowering leadership and task performance. Group and Organization Management. 42(1), pp. 11 - 38. https://doi.org/10.1177/1059601116646474
AuthorsLee, Soojin, Cheong, Minyoung, Kim, Myungsun and Yun, Seokhwa
Abstract

Although empowering leadership is generally considered to be a desirable leadership approach, its effectiveness has been questioned and the response is mixed. Integrating the “Too-Much-of-a-Good-Thing” effect and dual task processing, this study examines the relationship between empowering leadership and task performance. Specifically, we suggest a curvilinear relationship between empowering leadership and employee task performance. Further, applying a leadership contingency perspective, we propose that the curvilinear relationship between empowering leadership and employee task performance is moderated by employee learning orientation. Using survey data from 137 supervisor–subordinate dyads, our results show that the inverted U-shaped relationship between empowering leadership and employee task performance is moderated by employee learning orientation. Theoretical and practical implications are discussed.

Keywordsempowering leadership; task performance; learning orientation; curvilinear relationship
Year2017
JournalGroup and Organization Management
Journal citation42 (1), pp. 11 - 38
PublisherSAGE Publications
ISSN1059-6011
Digital Object Identifier (DOI)https://doi.org/10.1177/1059601116646474
Scopus EID2-s2.0-85009062556
Page range11 - 38
Research GroupPeter Faber Business School
Publisher's version
File Access Level
Controlled
Place of publicationUnited States of America
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https://acuresearchbank.acu.edu.au/item/89000/never-too-much-the-curvilinear-relationship-between-empowering-leadership-and-task-performance

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