Article1999

Empowered to lead: the role of psychological empowerment in leadership

Gretchen Marie Spreitzer · Suzanne C. de Janasz · Robert E. Quinn

392 citations0/0 files storedJournal of Organizational Behavior

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Job Satisfaction and Organizational Behavior Leadership and Management in Organizations Employee Performance and Leadership

Abstract

This study examines the relationship between psychological empowerment and leadership. Empowered supervisors are hypothesized to be innovative, upward influencing, and inspirational and less focused on monitoring to maintain the status quo. Tested on a sample of mid-level supervisors from a Fortune 500 organization, the hypotheses were largely supported. Supervisors who reported higher levels of empowerment were seen by their subordinates as more innovative, upward influencing, and inspirational. No relationship was found between supervisory empowerment and monitoring behaviours. Implications for theory and practice are discussed, and future research directions are suggested. Copyright © 1999 John Wiley & Sons, Ltd.

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References

1988Structural equation modeling in practice: A review and recommended two-step approach.1985Intrinsic Motivation and Self-Determination in Human Behavior 1988On the Evaluation of Structural Equation Models 1988Intrinsic Motivation and Self-Determination in Human Behavior 1987Leadership and Performance beyond Expectations 1986Research in Organizational Behavior.1995PSYCHOLOGICAL, EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT AND VALIDATION.1990From transactional to transformational leadership: Learning to share the vision

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