A multilevel study of leadership, empowerment, and performance in teams

被引：475

作者：

Chen, Gilad ^{[1
]}

Kirkman, Bradley L.

Kanfer, Ruth

Allen, Don

Rosen, Benson

机构：

[1] Univ Maryland, Dept Management & Org, Robert H Smith Sch Business, College Pk, MD 20742 USA

[2] Texas A&M Univ, Dept Management, Mays Business Sch, College Stn, TX 77843 USA

[3] Georgia Inst Technol, Sch Psychol, Atlanta, GA 30332 USA

[4] Home Depot, Atlanta, GA USA

[5] Univ N Carolina, Dept Management, Kenan Flagler Business Sch, Chapel Hill, NC USA

来源：

JOURNAL OF APPLIED PSYCHOLOGY | 2007年 / 92卷 / 02期

关键词：

teams; leadership; motivation; multilevel; performance; MEMBER EXCHANGE; PSYCHOLOGICAL EMPOWERMENT; SAFETY CLIMATE; SELF-EFFICACY; LEVEL MODEL; CONSTRUCT; JOB; ANTECEDENTS; FRAMEWORK; MODERATOR;

D O I：

10.1037/0021-9010.92.2.331

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

A multilevel model of leadership, empowerment, and performance was tested using a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 500 company. Leader-member exchange and leadership climate related differently to individual and team empowerment and interacted to influence individual empowerment. Also, several relationships were supported in more but not in less interdependent teams. Specifically, leader-member exchange related to individual performance partially through individual empowerment; leadership climate related to team performance partially through team empowerment; team empowerment moderated the relationship between individual empowerment and performance; and individual performance was positively related to team performance. Contributions to team leadership theory, research, and practices are discussed.

引用

页码：331 / 346

页数：16

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