The impact of participative leadership behavior on psychological empowerment and organizational commitment in Chinese state-owned enterprises: The moderating role of organizational tenure

被引：85
|
作者：
Huang X. [1 ]
Shi K. [2 ]
Zhang Z. [3 ]
Cheung Y.L. [4 ]
机构：
[1] Department of Management and Marketing, Hong Kong Polytechnic University, Hung Hom, Kowloon
[2] Institute of Psychology, Chinese Academy of Sciences, Beijing
[3] Department of Psychology, South-West University, Chongquing
[4] School of Business and Administration, Open University of Hong Kong, Kowloon
来源：
Asia Pacific Journal of Management | 2006年 / 23卷 / 3期
关键词：
Empowerment; Organizational commitment; Participative leadership;
D O I：
10.1007/s10490-006-9006-3
中图分类号：
学科分类号：
摘要：
We investigated whether participative leadership behavior can produce psychological empowerment, which in turn, leads to organizational commitment for employees of Chinese state-owned enterprises. Based on the data collected from 173 employees in two state-owned enterprises, we found that participative leadership behavior was associated with organizational commitment, but not with all four dimensions of psychological empowerment, namely, meaning, competence, self-determination, and impact. Our findings also showed that while participative leadership behavior tended to make short-tenure employees feel competent and thus, more committed to an organization, such leadership behavior did not have a significant impact on competence as well as organizational commitment for long-tenure employees. © Springer Science+Business Media, LLC 2006.
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页码：345 / 367
页数：22
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