Leaders’ empowering behaviors: An investigation of antecedents

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Jiseon Shin
Suran Lee
Cite this article:  Shin, J., & Lee, S. (2023). Leaders’ empowering behaviors: An investigation of antecedents. Social Behavior and Personality: An international journal, 51(3), e12192.


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Empowering leadership has been linked to beneficial outcomes for employees and organizations; yet, anecdotally, leaders express reluctance to use this style. Via a survey of 98 full-time leaders and their employees, we examined antecedents to leaders’ empowering behaviors. As predicted, leaders who were more empowering tended to report higher levels of trust in their employees, and this relationship was significantly stronger when leaders perceived themselves to be recipients of more organizational support and psychological empowerment. Theoretical and practical implications of these findings are discussed.

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