Benevolent leadership, perceived supervisory support, and subordinates’ performance: The moderating role of psychological empowerment

Abstract

Purpose

The purpose of this paper is to examine the mediating role of perceived supervisory support (PSS) and the moderating role of psychological empowerment between benevolent leadership and subordinates’ objective performance (from appraisal report evaluated by immediate supervisors after a year) over time.

Design/methodology/approach

A sample of 312 employees in a manufacturing plant in the People’s Republic of China was collected. Descriptive statistics and linear regression analyses were used to analyze the data.

Findings

The results indicated that PSS mediated the relationship between benevolent leadership and subordinates’ objective performance. This positive relationship of benevolent leadership and subordinates’ performance was stronger when supervisors exhibited higher levels of psychological empowerment.

Research limitations/implications

The main limitation of this study is that the sample was collected from the administrative staff of a manufacturing plant in China. The results may not be generalized in different contexts and professions, given the contextually and culturally specific setting.

Practical implications

Benevolent leadership appears to be effective in driving the work performance of subordinates.

Originality/value

The relationships among benevolent leadership, PSS, and work performance of subordinates have shown significant explanation.

Citation

Chan, S.C.H. (2017), "Benevolent leadership, perceived supervisory support, and subordinates’ performance: The moderating role of psychological empowerment", Leadership & Organization Development Journal, Vol. 38 No. 7, pp. 897-911. https://doi.org/10.1108/LODJ-09-2015-0196