| Summary: | Business Administration/Human Resource Management === Ph.D. === To date, research on the effectiveness of empowering leadership at the team level has focused on cases in which leaders empower the team as a whole, and team members perceive their leaders’ empowering behaviors to the same extent. Because the existing literature predominantly examines empowering leadership directed toward an entire team, little is known about how differentiated levels of empowering leadership within a single team (i.e., differentiated empowering leadership) influence team performance. In the present study, I develop a theoretical model to delineate the consequences of differentiated empowering leadership, defined as the within-group variance of empowering leadership, at the team level. Integrating social categorization theory (Tajfel & Turner, 1979; Turner, Hogg, Oakes, Reicher, & Wetherell, 1987) into the AMO model (Appelbaum, Bailey, Berg, & Kalleberg, 2000), I examine the curvilinear indirect effects of differentiated empowering leadership on team performance via team potency, team commitment, and team autonomy, and the moderating effect of procedural justice of leaders’ empowering differentiation and team-level empowering leadership on the curvilinear indirect effects. I conducted a three-wave study, with a sample of 99 teams and their team leader from 22 firms in South Korea to test the research model. Results suggest that (1) differentiated empowering leadership had a negative curvilinear indirect effect on team performance via team potency, and that (2) both procedural justice of differentiation and team-level empowering leadership positively moderated the curvilinear effect of differentiated empowering leadership on team potency, team commitment, and team autonomy. Implications for theory and practice are discussed, along with limitations and directions for future research. === Temple University--Theses
|
|---|
