Linking Empowering Leadership to Job Satisfaction, Work Effort, and Creativity

Author:

Amundsen Stein12,Martinsen Øyvind L.3

Affiliation:

1. Lillehammer University College, Lillehammer, Norway

2. Norwegian University of Science and Technology, Trondheim, Norway

3. Norwegian Business School, Oslo, Norway

Abstract

This article reports the results from two studies ( N = 233 and 161) on the role of self-leadership and psychological empowerment in linking empowering leadership to subordinates’ job satisfaction, work effort, and creativity. In addition, the studies investigated self-leadership as a mediator between empowering leadership and psychological empowerment. Results from structural equation modeling indicated that empowering leadership positively affects psychological empowerment both directly and indirectly, through self-leadership. Psychological empowerment influences both job satisfaction and work effort but not creativity, whereas self-leadership influences work effort and creativity but not job satisfaction. The article discusses the implications of these findings.

Publisher

SAGE Publications

Subject

Management Science and Operations Research,Organizational Behavior and Human Resource Management,Strategy and Management,Sociology and Political Science,Business and International Management

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