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Psychological and environmental empowerment: antecedents and consequences
Purpose - The aims of this paper are to clarify empowerment as a construct, assess whether environmental and psychological empowerment differentially predicts job outcomes, and investigate the effects of transformation and transactional leadership on empowerment.Design methodology approach - Univers...
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Published in: | Leadership & organization development journal 2008-07, Vol.29 (5), p.444-460 |
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container_end_page | 460 |
container_issue | 5 |
container_start_page | 444 |
container_title | Leadership & organization development journal |
container_volume | 29 |
creator | Meyerson, Shauna L. Kline, Theresa J.B. |
description | Purpose - The aims of this paper are to clarify empowerment as a construct, assess whether environmental and psychological empowerment differentially predicts job outcomes, and investigate the effects of transformation and transactional leadership on empowerment.Design methodology approach - University students (n=197) rated leadership and empowerment in their workplaces and a number of job outcomes using an on-line questionnaire.Findings - Results supported the proposition that empowerment should be separated into its behavioral and psychological components. The dimensions of empowerment also differentially predicted job outcomes. In particular, environmental empowerment was better at predicting outcomes than was psychological empowerment. It was also found that transformational and transactional leadership predicted environmental empowerment more strongly than psychological empowerment.Research limitations implications - Limitations include that the study was cross-sectional, used a student sample, and a single common method for collecting the data. The primary implication for research is that empowerment should be separated into two constructs, environmental and psychological.Practical implications - Practical implications include that environmental empowerment has more predictive power than does psychological empowerment on workplace outcomes and that leadership has a stronger impact on environmental than psychological empowerment.Originality value - This study is the first to call into question the way empowerment has been measured in prior studies and provides useful directions with which to pursue future research in this area. |
doi_str_mv | 10.1108/01437730810887049 |
format | article |
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The dimensions of empowerment also differentially predicted job outcomes. In particular, environmental empowerment was better at predicting outcomes than was psychological empowerment. It was also found that transformational and transactional leadership predicted environmental empowerment more strongly than psychological empowerment.Research limitations implications - Limitations include that the study was cross-sectional, used a student sample, and a single common method for collecting the data. 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The dimensions of empowerment also differentially predicted job outcomes. In particular, environmental empowerment was better at predicting outcomes than was psychological empowerment. It was also found that transformational and transactional leadership predicted environmental empowerment more strongly than psychological empowerment.Research limitations implications - Limitations include that the study was cross-sectional, used a student sample, and a single common method for collecting the data. The primary implication for research is that empowerment should be separated into two constructs, environmental and psychological.Practical implications - Practical implications include that environmental empowerment has more predictive power than does psychological empowerment on workplace outcomes and that leadership has a stronger impact on environmental than psychological empowerment.Originality value - This study is the first to call into question the way empowerment has been measured in prior studies and provides useful directions with which to pursue future research in this area.</description><subject>Decision making</subject><subject>Employee empowerment</subject><subject>Employees</subject><subject>Empowerment</subject><subject>Leadership</subject><subject>Perceptions</subject><subject>Power</subject><subject>Studies</subject><subject>Subordinates</subject><subject>Transactional leadership</subject><subject>Transformational leadership</subject><issn>0143-7739</issn><issn>1472-5347</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2008</creationdate><recordtype>article</recordtype><sourceid>M0C</sourceid><recordid>eNqNkDtPwzAQxy0EEqXwAdgqBiYCPjuJbTaEeFQqAonXaDmOAylJHOwU6LfHIYiBMnDLvX7_u9MhtAv4EADzIwwxZYxiHhLOcCzW0AhiRqKExmwdjfp-FACxiba8n-NggpARmt74pX62lX0qtaomqsknpnkrnW1q03ShYurWvhvXZ8eh3Rlt8hD7L1TbxpvXhWm08dtoo1CVNzvffozuz8_uTi-j2fXF9PRkFmlK4y7iCU-wAp6KTOc4EcCzggulNaQQx1oB0zxJiAJC00xnAJqonGFMhaJcZ5SO0f4wt3U2rPadrEuvTVWpxtiFl5TwlELKA7j3C5zbhWvCbZKQVBAQPAkQDJB21ntnCtm6slZuKQHL_rNy5bNBEw2a0nfm40eg3ItMGWWJjB-JZA-36RVhXPaH4IE3tXGqyv-14uBvyQoq27ygn0MolVU</recordid><startdate>20080711</startdate><enddate>20080711</enddate><creator>Meyerson, Shauna L.</creator><creator>Kline, Theresa J.B.</creator><general>Emerald Group Publishing Limited</general><scope>BSCLL</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>0U~</scope><scope>1-H</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>8AO</scope><scope>8FI</scope><scope>AFKRA</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FYUFA</scope><scope>F~G</scope><scope>K6~</scope><scope>K8~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0T</scope><scope>PQBIZ</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PSYQQ</scope><scope>Q9U</scope><scope>7TA</scope><scope>8FD</scope><scope>JG9</scope></search><sort><creationdate>20080711</creationdate><title>Psychological and environmental empowerment: antecedents and consequences</title><author>Meyerson, Shauna L. ; Kline, Theresa J.B.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c334t-85850a1869bcd05918bf89acc16144ca17c8552a1236bcb11c2ad70039a38cb33</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2008</creationdate><topic>Decision making</topic><topic>Employee empowerment</topic><topic>Employees</topic><topic>Empowerment</topic><topic>Leadership</topic><topic>Perceptions</topic><topic>Power</topic><topic>Studies</topic><topic>Subordinates</topic><topic>Transactional leadership</topic><topic>Transformational leadership</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Meyerson, Shauna L.</creatorcontrib><creatorcontrib>Kline, Theresa J.B.</creatorcontrib><collection>Istex</collection><collection>CrossRef</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ProQuest Pharma Collection</collection><collection>Hospital Premium Collection</collection><collection>ProQuest Central</collection><collection>ProQuest Databases</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Business Collection</collection><collection>DELNET Management Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>ProQuest Healthcare Administration Database</collection><collection>One Business (ProQuest)</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest One Psychology</collection><collection>ProQuest Central Basic</collection><collection>Materials Business File</collection><collection>Technology Research Database</collection><collection>Materials Research Database</collection><jtitle>Leadership & organization development journal</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Meyerson, Shauna L.</au><au>Kline, Theresa J.B.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Psychological and environmental empowerment: antecedents and consequences</atitle><jtitle>Leadership & organization development journal</jtitle><date>2008-07-11</date><risdate>2008</risdate><volume>29</volume><issue>5</issue><spage>444</spage><epage>460</epage><pages>444-460</pages><issn>0143-7739</issn><eissn>1472-5347</eissn><abstract>Purpose - The aims of this paper are to clarify empowerment as a construct, assess whether environmental and psychological empowerment differentially predicts job outcomes, and investigate the effects of transformation and transactional leadership on empowerment.Design methodology approach - University students (n=197) rated leadership and empowerment in their workplaces and a number of job outcomes using an on-line questionnaire.Findings - Results supported the proposition that empowerment should be separated into its behavioral and psychological components. The dimensions of empowerment also differentially predicted job outcomes. In particular, environmental empowerment was better at predicting outcomes than was psychological empowerment. It was also found that transformational and transactional leadership predicted environmental empowerment more strongly than psychological empowerment.Research limitations implications - Limitations include that the study was cross-sectional, used a student sample, and a single common method for collecting the data. The primary implication for research is that empowerment should be separated into two constructs, environmental and psychological.Practical implications - Practical implications include that environmental empowerment has more predictive power than does psychological empowerment on workplace outcomes and that leadership has a stronger impact on environmental than psychological empowerment.Originality value - This study is the first to call into question the way empowerment has been measured in prior studies and provides useful directions with which to pursue future research in this area.</abstract><cop>Bradford</cop><pub>Emerald Group Publishing Limited</pub><doi>10.1108/01437730810887049</doi><tpages>17</tpages></addata></record> |
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source | ABI/INFORM Global; Emerald:Jisc Collections:Emerald Subject Collections HE and FE 2024-2026:Emerald Premier (reading list) |
subjects | Decision making Employee empowerment Employees Empowerment Leadership Perceptions Power Studies Subordinates Transactional leadership Transformational leadership |
title | Psychological and environmental empowerment: antecedents and consequences |
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