When differentiated empowering leadership hurts team performance: The roles of information sharing and tenure diversity.
The empowering leadership literature supports that empowering team members can result in a host of positive outcomes for work teams. These findings, however, largely assume that leaders uniformly empower their followers and overlook the potential consequences when leaders differentially empower memb...
| Publicado en: | Human Relations Vol. 78; no. 11; pp. 1414 - 1442 |
|---|---|
| Autores principales: | , , , , |
| Formato: | Artículo |
| Publicado: |
Sage Publications Inc.
Nov2025
|
| Materias: | |
| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=188519961&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 188519961 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00187267 HRL jtl: Human Relations issn: 00187267 maglogo: Y pubinfo: dt: Nov2025 vid: 78 iid: 11 pid: 344 pub: Sage Publications Inc. artinfo: ui: 188519961 10.1177/00187267241303265 ppf: 1414 ppct: 28 formats: tig: atl: When differentiated empowering leadership hurts team performance: The roles of information sharing and tenure diversity. aug: au: Hu, Biyun Han, Soojung Harold, Crystal M. D'Innocenzo, Lauren Lee, Soojin affil: Shanghai International Studies University, China University of St Thomas, USA Temple University, USA Drexel University, USA Korea University at Sejong, Republic of Korea su: South Korea Teams in the workplace Corporate culture Self-efficacy Task performance Leadership Employee promotions Social comparison Data analysis Research funding Path analysis (Statistics) Descriptive statistics Collective efficacy Mathematical models Field research Statistics Theory Factor analysis Information resources management sug: subj: Teams in the workplace Corporate culture Self-efficacy Task performance Leadership Employee promotions Social comparison South Korea All Other Information Services Data analysis Research funding Path analysis (Statistics) Descriptive statistics Collective efficacy Mathematical models Field research Statistics Theory Factor analysis Information resources management keyword: differentiated empowering leadership team information sharing tenure diversity differentiated empowering leadership team information sharing tenure diversity ab: The empowering leadership literature supports that empowering team members can result in a host of positive outcomes for work teams. These findings, however, largely assume that leaders uniformly empower their followers and overlook the potential consequences when leaders differentially empower members of the same team. In this study, we develop a theoretical model to delineate how and when differentiated empowering leadership affects team task performance. Drawing from social comparison theory, we position differentiated empowering leadership as adversely affecting team information sharing and subsequent team task performance. Moreover, we propose the indirect effect of differentiated empowering leadership on team task performance via team information sharing is conditional on organizational tenure diversity. To test our proposed model, we conducted a three-wave field study with 74 teams and their leaders from 17 South Korean firms. The results suggest that differentiated empowering leadership negatively affects team task performance through reduced team information sharing. This negative indirect effect was stronger in teams where organizational tenure diversity was low, compared with when it was high. The conclusions drawn from our research can help managers, HR professionals, and leadership coaches better understand and manage the complexities of empowering leadership to enhance team effectiveness. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
|---|