Enhancing the Effects of Power Sharing on Psychological Empowerment: The Roles of Management Control and Power Distance Orientation. (March 2014)

• Record Type: Journal Article
• Authors: Chen, Chao C.; Zhang, Ann Yan; Wang, Hui
• Is Part Of: Management and organization review. Volume 10:Number 1(2014:Mar.)
• Page Start: 135
• Page End: 156
• Publication Date: 2014-03
• Subjects: bounded empowerment, -- management control, -- power distance, -- power sharing, -- psychological empowerment; 有界限的授权, -- 管理控制, -- 权力距离, -- 权力分享, -- 心理授权感; Management -- China -- Periodicals; Industrial management -- China -- Periodicals; International business enterprises -- Management -- Periodicals; Management -- Periodicals; Organizational sociology -- Periodicals; 658.00951
• DOI: 10.1111/more.12032
• Languages: English
• ISSNs: 1740-8776

Abstract

Abstract : In this article we test a model of bounded empowerment: the boundary conditions under which power sharing affects employees' psychological empowerment. Using data from two telecommunication companies, we investigate how management control and power distance orientation moderate the effects of supervisors' power sharing on employees' psychological empowerment. Results show that power sharing improves job performance partly through psychological empowerment. Furthermore, management control enhances rather than impedes the positive effect of power sharing on psychological empowerment. Power distance orientation further enhances management control's positive moderating effect on employee psychological empowerment. Limitations and implications for future research are also discussed.