The forgotten side of empowering others: How lower social structural empowerment attenuates the effects of empowering leadership on employee psychological empowerment and performance.

Theory and research have widely argued for and documented positive impacts of empowering leadership on employee psychological empowerment, putting empowering leadership on a pedestal depicting it as a panacea for increasing psychological empowerment. However, we argue that this could be due to not considering social structural empowerment (i.e., a construct manifested in employees' beliefs about their access to resources, access to information, and sociopolitical support) as a so far "forgotten side" of empowerment. Using empowerment theory, we depart from this consensus to focus on the moderating role that social structural empowerment can have on the empowering leadership-psychological empowerment relationship. We propose that empowering leadership and social structural empowerment interact to affect employee psychological empowerment, such that lower (vs. higher) social structural empowerment can unintentionally attenuate the positive effects of empowering leadership on psychological empowerment and, ultimately, job performance. Across four studies using unique methods, findings supported our predictions that lower (vs. higher) social structural empowerment can stifle positive effects of empowering leadership on employee psychological empowerment and performance. We highlight the impact that social structural empowerment can have on the empowering leadership-psychological empowerment relationship, providing answers as to why this forgotten side of empowerment should matter to scholars and practitioners. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

The hidden dark side of empowering leadership: The moderating role of hindrance stressors in explaining when empowering employees can promote moral disengagement and unethical pro-organizational behavior.

The majority of theory and research on empowering leadership to date has focused on how empowering leader behaviors influence employees, portraying those behaviors as almost exclusively beneficial. We depart from this predominant consensus to focus on the potential detriments of empowering leadership for employees. Drawing from the social cognitive theory of morality, we propose that empowering leadership can unintentionally increase employees' unethical pro-organizational behavior (UPB), and that it does so by increasing their levels of moral disengagement. Specifically, we propose that hindrance stressors create a reversing effect, such that empowering leadership increases (vs. decreases) moral disengagement when hindrance stressors are higher (vs. lower). Ultimately, we argue for a positive or negative indirect effect of empowering leadership on UPB through moral disengagement. We find support for our predictions in both a time-lagged field study (Study 1) and a scenario-based experiment using an anagram cheating task (Study 2). We thus highlight the impact that empowering leadership can have on unethical behavior, providing answers to both why and when the dark side of empowering leadership behavior occurs. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Multiple team membership and empowerment spillover effects: Can empowerment processes cross team boundaries?

In today's organizations, employees are often assigned as members of multiple teams simultaneously (i.e., multiple team membership), and yet we know little about important leadership and employee phenomena in such settings. Using a scenario-based experiment and 2 field studies of leaders and their employees in the People's Republic of China and the United States, we examined how empowering leadership exhibited by 2 different team leaders toward a single employee working on 2 different teams can spillover to affect that employee's psychological empowerment and subsequent proactivity across teams. Consistent across all 3 studies, we found that each of the team leaders' empowering leadership uniquely and positively influenced an employee's psychological empowerment and subsequent proactive behaviors. In the field studies, we further found that empowering leadership exhibited by one team leader influenced the psychological empowerment and proactive behaviors of their team member not only in that leader's team but also in the other team outside of that leader's stewardship. Finally, across studies, we found that empowering leadership exhibited on one team can substitute for lower levels of empowering leadership experienced in a different team led by a distinct leader. We discuss our contributions to the motivation, teams, and leadership literatures and provide practical guidance for leaders charged with managing employees that have multiple team memberships. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Recognizing "me" benefits "we": Investigating the positive spillover effects of formal individual recognition in teams.

Many organizations use formal recognition programs (e.g., "employee of the month") as a way to publically acknowledge an individual employee's outstanding performance and motivate continued high performance. However, it remains unclear whether emphasizing individual achievement in a team context is beneficial or detrimental for recipients' teammates and, by extension, the team as a whole. Drawing on a social influence perspective, we examine potential spillover effects of individual formal recognition programs in teams. We hypothesize that a single team member's recognition will produce positive spillover effects on other team members' performance, as well as overall team performance, via social influence processes, especially when the award recipient is located in a central position in a team. Findings from 2 lab experiments of 24 teams and 40 teams (Study 1 and Study 2, respectively) and a field experiment of 52 manufacturing teams (Study 3) reveal that formally recognizing a team member leads to positive changes in her/his teammates' individual and collective performance. Thus, formal social recognition programs can potentially provide a motivational effect beyond individual recipients. (PsycINFO Database Record

Culture and teams.

We first review research on culture effects in teams, illustrating that mean levels of team cultural values have main (i.e. direct) effects, indirect effects (i.e. mediated by intervening variables), and moderating influences on team processes and outcomes. Variance in team cultural values or on country of origin (i.e. nationality diversity) also has main effects on team functioning, and we highlight contextual variables that strengthen or weaken these main effects. We next review research examining the effect of variance in team cultural values on global virtual teams, specifically. Finally, we review research on how cultural values shape employees' receptivity to empowering leadership behavior in teams. We conclude by discussing critical areas for future research.

Managing a new collaborative entity in business organizations: understanding organizational communities of practice effectiveness.

Companies worldwide are turning to organizational communities of practice (OCoPs) as vehicles to generate learning and enhance organizational performance. OCoPs are defined as groups of employees who share a concern, a set of problems, or a passion about a topic and who strengthen their knowledge and expertise by interacting on a consistent basis. To date, OCoP research has drawn almost exclusively from the community of practice (CoP) literature, even though the organizational form of CoPs shares attributes of traditional CoPs and of organizational teams. Drawing on Lave and Wenger's (1991) original theory of legitimate peripheral participation, we integrate theory and research from CoPs and organizational teams to develop and empirically examine a model of OCoP effectiveness that includes constructs such as leadership, empowerment, the structure of tasks, and OCoP relevance to organizational effectiveness. Using data from 32 OCoPs in a U.S.-based multinational mining and minerals processing firm, we found that external community leaders play an important role in enhancing OCoP empowerment, particularly to the extent that task interdependence is high. Empowerment, in turn, was positively related to OCoP effectiveness. We also found that OCoPs designated as "core" by the organization (e.g., working on critical issues) were more effective than those that were noncore. Task interdependence also was positively related to OCoP effectiveness. We provide scholars and practitioners with insights on how to effectively manage OCoPs in today's organizations.

Examining the impact of Culture's consequences: a three-decade, multilevel, meta-analytic review of Hofstede's cultural value dimensions.

Using data from 598 studies representing over 200,000 individuals, we meta-analyzed the relationship between G. Hofstede's (1980a) original 4 cultural value dimensions and a variety of organizationally relevant outcomes. First, values predict outcomes with similar strength (with an overall absolute weighted effect size of rho = 0.18) at the individual level of analysis. Second, the predictive power of the cultural values was significantly lower than that of personality traits and demographics for certain outcomes (e.g., job performance, absenteeism, turnover) but was significantly higher for others (e.g., organizational commitment, identification, citizenship behavior, team-related attitudes, feedback seeking). Third, cultural values were most strongly related to emotions, followed by attitudes, then behaviors, and finally job performance. Fourth, cultural values were more strongly related to outcomes for managers (rather than students) and for older, male, and more educated respondents. Fifth, findings were stronger for primary, rather than secondary, data. Finally, we provide support for M. Gelfand, L. H. Nishii, and J. L. Raver's (2006) conceptualization of societal tightness-looseness, finding significantly stronger effects in culturally tighter, rather than looser, countries.

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

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.

Enhancing the transfer of computer-assisted training proficiency in geographically distributed teams.

The authors examined factors that determine whether knowledge gained from computer-assisted (i.e., technology-based) team training in a geographically distributed team (GDT) context transfers to organizational results. They examined the moderating effects of team trust, technology support, and leader experience on the relation between teams' average individual training proficiency on a computer-assisted (i.e., CD-ROM-based) training program and team performance as assessed by team customer satisfaction ratings. Using data collected from 40 GDTs in a high-technology company, the authors found that the relation between teams' average training proficiency and team performance was complex and moderated by several factors. In particular, teams' average training proficiency had a positive association with customer satisfaction when GDTs were higher, rather than lower, in both trust and technology support and when team leaders had longer, rather than shorter, levels of tenure with their specific team.