Linking Empowering Leadership to Job Satisfaction, Work Effort, and Creativity: The Role of Self-Leadership and Psychological Empowerment

被引：197
|
作者：
Amundsen, Stein [1 ,2 ]
Martinsen, Oyvind L. [3 ]
机构：
[1] Lillehammer Univ Coll, Fac Educ & Social Work, N-2604 Lillehammer, Norway
[2] Norwegian Univ Sci & Technol, Fac Social Sci & Technol Management, N-7034 Trondheim, Norway
[3] Norwegian Business Sch, Organisat Psychol, Oslo, Norway
来源：
JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES | 2015年 / 22卷 / 03期
关键词：
leadership behavior; employee attitudes; work motivation; organizational behavior; employee behaviors; human resources; COVARIANCE STRUCTURE-ANALYSIS; METHOD VARIANCE; FIT INDEXES; INTRINSIC MOTIVATION; MEDIATING ROLE; PERFORMANCE; MANAGEMENT; MODEL; BEHAVIOR; COMPONENTS;
D O I：
10.1177/1548051814565819
中图分类号：
C93 [管理学];
学科分类号：
12 ; 1201 ; 1202 ; 120202 ;
摘要：
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.
引用
收藏
页码：304 / 323
页数：20
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