An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes.

Abstract

A field investigation of 337 employees and their immediate superiors tested the mediating role of empowerment in relations between job characteristics, leader-member exchange (LMX), team-member exchange (TMX), and work outcomes. The meaning and competence dimensions of empowerment mediated the relation between job characteristics and work satisfaction. The meaning dimension also mediated the relation between job characteristics and organizational commitment. Contrary to prediction, empowerment did not mediate relations between LMX, TMX, and the outcome variables. Rather, LMX and TMX were directly related to organizational commitment. In addition, TMX was directly related to job performance. These findings suggest that work satisfaction is explained largely by job characteristics (through empowerment) but that LMX and TMX combine with job characteristics and empowerment to explain variation in organizational commitment and job performance.

Cites (6)

1. The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations
   Baron, Reuben M., Kenny, David A. · 1986 · Journal of Personality and Social Psychology
2. Self-efficacy mechanism in human agency
   Bandura, Albert · 1982 · American Psychologist
3. Development of the Job Diagnostic Survey.
   Hackman, J. Richard, Oldham, Greg R. · 1975 · Journal of Applied Psychology
4. Some Social and Psychological Consequences of the Longwall Method of Coal-Getting: An Examination of the Psychological Situation and Defences of a Work Group in Relation to the Social Structure and Technological Content of the Work System
   Trist, E. L., Bamforth, K. W. · 1951 · Human Relations
5. Employee reactions to job characteristics.
   Hackman, J. Richard, Lawler, Edward E. · 1971 · Journal of Applied Psychology
6. Management Fashion
   Abrahamson, Eric · 1996 · The Academy of Management Review

Show all 6 references

Cited by (30)

1. Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors
   Avolio, Bruce J., Gardner, William L., Walumbwa, Fred O., Luthans, Fred, May, Douglas R. · 2004 · The Leadership Quarterly
2. Can you see the real me? A self-based model of authentic leader and follower development
   Gardner, William L., Avolio, Bruce J., Luthans, Fred, May, Douglas R., Walumbwa, Fred · 2005 · The Leadership Quarterly
3. Servant leadership: Development of a multidimensional measure and multi-level assessment
   Liden, Robert C., Wayne, Sandy J., Zhao, Hao, Henderson, David · 2008 · The Leadership Quarterly
4. A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange: Integrating the Past With an Eye Toward the Future
   Dulebohn, James H., Bommer, William H., Liden, Robert C., Brouer, Robyn L., Ferris, Gerald R. · 2012 · Journal of Management
5. THE IMPACT OF TEAM EMPOWERMENT ON VIRTUAL TEAM PERFORMANCE: THE MODERATING ROLE OF FACE-TO-FACE INTERACTION.
   Kirkman, B. L., Rosen, B., Tesluk, P. E., Gibson, C. B. · 2004 · Academy of Management Journal

See all 1,438