Empowered Managers and Empowered Workers: The Effects of Managerial Support and Managerial Perceived Control on Workers' Sense of Control over Decision Making

In this study, we sought to identify conditions under which workers could experience empowered managers as empowering. Within an organizational context, we defined empowerment as the belief that one has control over decision making. Specifically, we proposed that when workers believe that their mana...

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Bibliographic Details
Published in:Human relations (New York) 1994-08, Vol.47 (8), p.911-928
Main Authors: Parker, Louise E., Price, Richard H.
Format: Article
Language:English
Subjects:
Control theory
Decision making
Employee empowerment
Employees
Empowerment
Job satisfaction
Management
Management styles
Managers
Organizational behavior
Perceptions
Role
Social research
Statistical analysis
Studies
Workers
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Summary:In this study, we sought to identify conditions under which workers could experience empowered managers as empowering. Within an organizational context, we defined empowerment as the belief that one has control over decision making. Specifically, we proposed that when workers believe that their managers both have a high level of control over decision making and are supportive, workers will report that they themselves are empowered. We reasoned that managers who exercise power in a supportive manner will be an empowering force for their workers. In support of these hypotheses, we found that it is possible for both workers and supportive managers to enjoy relatively high levels of perceived control over organizational decisions.
ISSN:0018-7267
1741-282X
DOI:10.1177/001872679404700803