Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance

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 leadershi...

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Published in:Group & organization management 2017-02, Vol.42 (1), p.11-38
Main Authors: Lee, Soojin, Cheong, Minyoung, Kim, Myungsun, Yun, Seokhwa
Format: Article
Language:English
Subjects:
Employee management relations
Empowerment
Leadership
Learning
Task analysis
Task performance
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description 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.
doi_str_mv 10.1177/1059601116646474
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source International Bibliography of the Social Sciences (IBSS); Business Source Ultimate; Sage Journals Online
subjects Employee management relations
Empowerment
Leadership
Learning
Task analysis
Task performance
title Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance
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