Cited by 411Job Satisfaction and Organizational BehaviorEmployee Performance and LeadershipEmployee Performance and Management

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Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates

Huang, Xu, Iun, Joyce, Liu, Aili, Gong, Yaping·2010·Journal of Organizational Behavior

DOI 10.1002/job.636

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Abstract

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.

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Authors: Huang, X., Iun, J., Liu, A., & Gong, Y.
Affiliations: Hong Kong Polytechnic University (HK)
Chinese University of Hong Kong (HK)
China Mobile (China) (CN)
Hong Kong University of Science and Technology (HK)
Corresponding author: Huang, Xu
ORCID: Huang, Xu
Iun, Joyce
Liu, Aili
Gong, Yaping
Venue: Journal of Organizational Behavior
Publisher: Wiley
Published: 2009-12-15
Volume: 31
Issue: 1
Pages: 122-143
ISSN: 0894-3796 (ISSN-L)
1099-1379
DOI: 10.1002/job.636
OpenAlex: W2035633158
Cited by: 407
References: 108
Citations by year: 2026: 14 · 2025: 25 · 2024: 20 · 2023: 42 · 2022: 22 · 2021: 30 · 2020: 35 · 2019: 29 · 2018: 37 · 2017: 21 · 2016: 22 · 2015: 33 · 2014: 25 · 2013: 23 · 2012: 15
FWCI: 17.13
Type: journal article
Language: en
Open access: closed
Licence: onlinelibrary.wiley.com/termsAndConditions#vor (vor)
doi.wiley.com/10.1002/tdm_license_1.1 (tdm)
Locations: Journal of Organizational Behavior (publishedVersion)
Rare & Special e-Zone (The Hong Kong University of Science and Technology) (submittedVersion)
PolyU Institutional Research Archive (Hong Kong Polytechnic University) (submittedVersion)
Funders: Research Grants Councils of the Hong Kong Special Administrative Region, People's Republic of China (B-Q785)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Management
Keywords: democratic leadership, psychological empowerment, trust in supervisor, employee performance, task performance, organizational citizenship behavior, motivational processes, exchange processes, leadership behavior

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Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates

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