The Empowerment Construct in Manager-Executive Relationships

Empowerment is common to both the scholarly and the popular management literature. However, empowerment’s many interpretations have dulled the concept as a research tool. Here, empowerment is separated into perceived environment and individual behavior components. The linkage between organization en...

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Bibliographic Details
Published in:Administration & society 1998-09, Vol.30 (4), p.357-373
Main Authors: Olshfski, Dorothy, Cunningham, Robert
Format: Article
Language:English
Subjects:
Analysis
Attitudes
Behavior
Decision making
Employee empowerment
Employees
Empowerment
Executive
Executives
Hypotheses
Initiatives
Job enrichment
Management
Management research
Managers
Middle management
Middle managers
Organizational change
Perceptions
Personality
Power
Professional relationships
Public administration
Public management
Strategic planning
United States
Work environment
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Summary:Empowerment is common to both the scholarly and the popular management literature. However, empowerment’s many interpretations have dulled the concept as a research tool. Here, empowerment is separated into perceived environment and individual behavior components. The linkage between organization environment and managerial behavior is tested with a population of 23 effective managers. It is found that an accepting or empowering environment increases the probability that the effective manager will undertake activities outside the job description, but that an empowering environment is not necessary for effective middle-manager behavior.
ISSN:0095-3997
1552-3039
DOI:10.1177/0095399798304002