Effects of empowering leadership on performance in management team

Hui‐Ling Tung (Department of Human Resource and Public Relations, Da‐Yeh University, Dacun, Taiwan)
Yu‐Hsuan Chang (McDonald's Restaurant (Taiwan) Co., Ltd, Yuanlin, Taiwan)

Journal of Chinese Human Resource Management

ISSN: 2040-8005

Publication date: 26 April 2011

Abstract

Purpose

The purpose of this paper is to extend an integrated model of the antecedents that help explain and predict team performance in relation to empowering leadership behaviors. To this end, the authors examine the intervening roles of knowledge sharing and team cohesion in the relationship between empowering leadership and performance in teams.

Design/methodology/approach

Data were obtained from 261 team members from 79 management teams in a major international fast‐food chain restaurant operating in Taiwan. Confirmatory factor analysis and multiple regressions were used for data analysis.

Findings

It was found that two indirect effects supplemented the direct effect of empowering leadership on team performance, the mechanisms of knowledge sharing and team cohesion. In other words, knowledge sharing and team cohesion, respectively, mediated the relationship between empowering leadership and performance in management teams.

Research limitations/implications

This study extended existing research to the links between team characteristics, team cohesion, and knowledge sharing. Particularly, it explored the effect of team cohesion and knowledge sharing on team performance. The authors further investigated the mediating effect of team cohesion and knowledge sharing on the relationship between empowering leadership and team performance.

Originality/value

This is one of the first studies in empowering leadership applying different intervention and its process of a management team to the study of knowledge sharing as a team process and team cohesion as an emergent state.

Keywords

Citation

Tung, H. and Chang, Y. (2011), "Effects of empowering leadership on performance in management team", Journal of Chinese Human Resource Management, Vol. 2 No. 1, pp. 43-60. https://doi.org/10.1108/20408001111148720

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

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