To share or not to share: How perceived institutional empowerment shapes employee perceived shared leadership

被引：2

作者：

Mi, Yaping ^{[1
]}

Zhang, Xue ^{[2
]}

Liang, Liang ^{[3
]}

Tian, Guyang ^{[1
]}

Tian, Yezhuang ^{[1
]}

机构：

[1] Harbin Inst Technol, Sch Management, Harbin 150001, Peoples R China

[2] Shanghai Normal Univ, Coll Philosophy Law & Polit Sci, Shanghai 200233, Peoples R China

[3] Northeast Forestry Univ, Coll Econ & Management, Harbin 150001, Peoples R China

来源：

CURRENT PSYCHOLOGY | 2024年 / 43卷 / 06期

关键词：

Perceived institutional empowerment; Perceived organizational support; Psychological safety; Perceived shared leadership; PSYCHOLOGICAL CONDITIONS; PROACTIVE PERSONALITY; TEAMS; SAFETY; ANTECEDENTS; PERFORMANCE; ENGAGEMENT; CREATIVITY; SUPPORT; ROLES;

D O I：

10.1007/s12144-023-04701-2

中图分类号：

B84 [心理学];

学科分类号：

04 ; 0402 ;

摘要：

The present study aims to expand the existing research by uncovering the overlooked role of situational factors in shaping employee perceived shared leadership. To further advance this field of research, our study introduces a novel situational phenomenon called perceived institutional empowerment. Based on social information processing theory and adaptive leadership theory, we assume that perceived institutional empowerment may have a positive impact on perceived shared leadership via a chain mediating mechanism of perceived organizational support (POS) and psychological safety. Using a sample of 302 participants from a large Chinese service company, the hypotheses were successfully validated. Theoretical and practical implications are discussed in our study.

引用

页码：4918 / 4929

页数：12

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