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Defining and Measuring Empowering Leader Behaviors: Development of an Upward Feedback Instrument

Lee J. Konczak · Damian J. Stelly · Michael L. Trusty

473 citations0/0 files storedEducational and Psychological Measurement

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

Abstract

Empowerment is a popular management practice, but there has been little research to identify empowering behaviors of leaders. The present article discusses the development of an instrument designed to measure empowering leader behavior (Study 1) and the relationship of the instrument to several theoretically relevant variables (Study 2). Confirmatory factor analyses supported a six-dimension model of empowering leader behavior. Furthermore, psychological empowerment mediated the relationship between six dimensions of empowering leader behavior and two outcome variables, job satisfaction and organizational commitment.

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References

1980Significance tests and goodness of fit in the analysis of covariance structures.1979The measurement of organizational commitment 1995PSYCHOLOGICAL, EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT AND VALIDATION.1975Development of the Job Diagnostic Survey.1988The Empowerment Process: Integrating Theory and Practice 1990Cognitive Elements of Empowerment: An "Interpretive" Model of Intrinsic Task Motivation 1973Leadership and Decision-Making 1996SOCIAL STRUCTURAL CHARACTERISTICS OF PSYCHOLOGICAL EMPOWERMENT.

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2018A review of the effectiveness of empowering leadership 2010Motivating and demotivating forces in teams: Cross-level influences of empowering leadership and relationship conflict.2009A framework for understanding collective leadership: The selective utilization of leader and team expertise within networks 2017Empowering leadership: A meta‐analytic examination of incremental contribution, mediation, and moderation 2015Leveraging Leaders

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