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

The DOI matches its Crossref record; 106 of the 108 references it cites were found in a registry or an index.

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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Research works printed but not linked: 14

  1. 10.1348/096317902320369749 · DOI
  2. 10.2307/258093 · DOI
  3. 10.2307/258314 · DOI
  4. Hofstede G., 2001, Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations
  5. Kelley H. H., 1967, Nebraska symposium on motivation and emotion, 192
  6. 10.1037/0021-9010.60.6.671 · DOI
  7. 10.1080/713769649 · DOI
  8. 10.2307/257167 · DOI
  9. 10.1037/0021-9010.76.6.845 · DOI · Paper page
  10. Moorman R. H., 2005, Handbook of organizational justice, 355
  11. 10.2307/257604 · DOI
  12. Riggio R. E., 1999, Multiple intelligence and leadership, 119
  13. 10.1080/09585190110047802 · DOI
  14. Yang K. S., 1993, Psychotherapy for the Chinese: Selected papers from the first international conference, 19

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Metadata

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
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
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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