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Previous research has mainly focused on the outcomes of empowering leadership, and empirical evidence on how to encourage leaders to display empowering behaviors has been overlooked, particularly from an interpersonal perspective.

Based on the integrative model of organizational trust, we investigate the relationship between employees' taking charge behaviors and empowering leadership considering the mediating role of leader trust in employees and the moderating role of risk propensity.

The results indicate that taking charge is positively associated with leader trust in employees, which influences the development of empowering leadership. Additionally, leaders' risk propensity moderates these relationships, that is, a higher level of risk propensity can enhance the promoting effect of leader trust on empowering behaviors.

This study explores the antecedents and mechanisms influencing empowering leadership and proposes the moderating effect of risk propensity. The findings not only clarify how and why employees' taking charge behaviors can stimulate empowering leadership but also offer a more comprehensive understanding of the antecedents of empowering leadership.

The aim of this study is to look into the associations, both direct and indirect, between a leader empowering behavior and employee turnover intention. Additionally, this study examines the mediating effects of work–family conflict (WFC) and work–family spillover (WFS) in the association between a leader empowering behavior and employee turnover intention. This study also explored how perceived peer support (PPS) may have a moderating effect on these associations.

A time-lag approach was used in this study to collect data from the 228 participants that made up the sample. Both front-desk employees and their immediate supervisors were included in this sample, which came from diverse tourism enterprises in central China. The research design included two independent time waves that were separated by two months, making it easier to examine the way the variables of interest changed throughout that time.

The results showed that there is a significant impact of leadership behaviors on WFS, WFC and employee turnover intention. This study showed a significant mediating effect of WFS, however, the influence of WFC as a mediator was not statistically significant. Furthermore, the results suggested that PPS significantly moderated the association between leader empowering behavior and WFS. The findings revealed that the mediating effect of WFS in the association between leader empowering behavior and employee turnover intention.

This study advances knowledge of the impacts of leadership empowering behavior on employee turnover intention through the use of a moderated mediation analysis. Based on the leader member exchange, it offers a distinctive perspective on leadership empowering behaviors to maintain a work–family balance in tourism.

Drawing on power approach-inhibition theory, this study develops a conditional indirect effect model to explore how team vertical leader position and expert power indirectly impact members’ shared leadership through vertical leader’s empowering behaviors.

Multi-source data was collected using a field survey research design. The final sample includes 944 employees in 164 teams from 14 companies in China.

This study found that the interaction of team vertical leader position power and expert power was positively related to their empowering behaviors, which in turn were positively associated with shared leadership. Moreover, our post hoc-analysis revealed the moderating effect of team power distance orientation on the relationship between vertical leader empowering behaviors and shared leadership.

This study sheds light on shared leadership literature by examining vertical leader position and expert power as antecedents. We also offer new directions for exploring how power functions by discussing leadership through the lens of power approach-inhibition theory.

The authors examined how the identification mechanism of the innovation performance of knowledge employees is affected by empowering leadership by influencing the organizational identification and the moderating effect of leaders on the role expectation of knowledge employees as an essential innovation subject.

The authors employed a mixed-method research approach. The authors collected data from 378 knowledge employees and managers in 20 companies in China's Yangtze River Delta cities. The authors analyzed data using multiple regression analysis forecasting methods.

The authors found that there was an inverted U-shaped relationship between empowering leadership and the innovation performance of knowledge employees; organizational identity played a partial mediating role between empowering leadership and the innovation performance of knowledge employees; role expectation of leaders on the innovation behavior of employees regulated the relationship between the organizational identity and innovation performance of knowledge employees.

This study extends the literature on empowering leadership and innovation performance. This study empirically examines the mediating effect of organizational identity between empowering leadership and innovation performance. In addition, this study empirically examines how empowered leaders' expected innovation level moderates the association between organizational identity and innovation performance.

This study aims to explore the association between empowering leadership and workplace proactivity.

The data have been collected through questionnaires from both the medical and non-medical staff members working in four National Accreditation Board for Hospitals & Healthcare (NABH)–accredited private hospitals in India. Confirmatory factor analysis has employed test reliability and validity and PROCESS MACRO (model 6) to test the proposed serial mediation model.

The results support the proposed hypotheses of the serial mediation model. Additionally, the authors have also found that psychological safety is a strong mediating variable than knowledge sharing between empowering leadership and workplace proactivity.

The findings should be interpreted by considering the cross-sectional research design and self-reported measures.

An organization can use the findings to promote employee proactivity at the workplace.

The study makes an attempt to explore the underdeveloped relationship between empowering leadership and workplace proactivity in the context of Indian NABH-accredited hospitals based on the self-determination theory.

Organizational exploration has recently emerged in the literature as an essential aspect of contemporary organizations. However, little is known about its antecedents and, specifically, the role of contemporary leadership styles. The present study investigates the relationship between empowering leadership and organizational exploration. In addressing this relationship, we examine preoccupation with failure and leader gender as a mediator and a moderator, respectively.

We collected data from a sample of 326 US employees in March 2022. To test the present hypotheses, we used the PROCESS SPSS macro.

Our results supported our moderated mediation model, demonstrating that the indirect relationship of empowering leadership with organizational exploration via preoccupation with failure is stronger for male leaders than for female counterparts.

Concerning the practical implications of this study, organizations should be cognizant of empowering leaders’ impact on desirable outcomes. Additionally, organizations should promote preoccupation with failure to ameliorate organizational exploration. Preoccupation with failure can be achieved when error reporting is encouraged by organizations and supervisors and when a culture that promotes constructive feedback is established.

The present study offers novel insights into the underlying mechanisms and boundary conditions through which empowering leadership relates to organizational exploration. Additionally, it fills a gap in the literature concerning the relationship between empowering leadership and preoccupation with failure. Moreover, it adds to prior research regarding the outcomes of preoccupation with failure, filling the gap regarding the relationship between preoccupation with failure and organizational exploration. Lastly, it expands limited research focused on leader gender as a condition under which the effect of contemporary leadership styles could be enhanced or mitigated.

On the basis of the hierarchical organizational structure, this study investigated how empowering leadership influences hotel employees' proactive work behavior through multiple cross-level mediation processes. This study also investigated whether psychological empowerment, positive psychological capital, job characteristics and job embeddedness can activate the linkage of the aforementioned trickle-down effects.

This study draws data from 826 international tourist hotel employees at different times with hierarchical linear modeling (HLM) analyses.

Multiple cross-level mediation analyses indicate that (1) psychological empowerment mediates the cross-level influences of empowering leadership on job characteristics and positive psychological capital; (2) positive psychological capital mediates the cross-level influences of empowering leadership on job embeddedness and proactive work behavior; and (3) job embeddedness mediates the cross-level influences of psychological empowerment and job characteristics on proactive work behavior.

In the post-pandemic era, the valuable trickle-down effects of empowering leadership could spill over into employees' positive beliefs of psychological empowerment, which ultimately benefit working responsibility and organizational operations.

The results support and suggest that maximizing the benefits of empowering leadership could eventually foster proactivity and performance in the workplace under hospitality and tourism settings.

Although employee overqualification is a common occurrence in the workplace, most research has focused on overqualification at the individual level rather than at the team level. Drawing on social cognitive theory, this study aimed to uncover how leaders' perception of team overqualification influenced their cognition and follow-up behavior.

We performed two studies to test our model. In Study 1, we conducted an experiment to examine the causal relationship between leaders' perception of team overqualification and leadership self-efficacy. In Study 2, a two-wave field study was conducted to test the overall model based on a sample obtained from a steel company in China.

We found that leaders' perception of team overqualification reduced leadership self-efficacy, which in turn hindered leaders' empowering behavior. In addition, leaders' social face consciousness strengthened the negative relationship between leaders' perception of team overqualification and leadership self-efficacy, such that the relationship was more negative when leaders' social face consciousness was high rather than low.

Our study contributes to the literature on employee overqualification and its effects on leaders through investigation at the team level to show how leaders respond to overqualified teams.

This study aims to investigate the associations among different leadership styles and employees' taking charge. Applying Person–Environment (P-E) fit theory, the current study further explores employees' intrinsic motivation as an important individual factor that possibly moderates the hypothesized relationships.

In this field study, 212 supervisor–employee matched multi-source data were collected from multiple organizations located in South Korea. Data were analyzed with multiple hierarchical regression.

Empowering leadership is positively related to employees' taking charge, whereas directive leadership is negatively associated with it. Results of the current study further support that intrinsically motivated employees exhibit more taking charge when their leader shows empowering leadership but reduce their taking charge when their leader demonstrates directive leadership.

The current empirical results could not infer causality due to a cross-sectional research design.

Organizations should develop and embrace empowering leadership if the employees' self-started and change-oriented behavior, taking charge, is particularly critical to fostering organizational effectiveness.

This study extends the literature on leadership and employee proactivity by examining different leadership styles as predictors of employees' taking charge. Based on the current study results, empowering leadership could work as a facilitator and directive leadership as a barrier to employees' taking charge.

The present study aims to present the adaptation and validation of the empowering leadership questionnaire (ELQ) for a sample of Brazilian workers (N = 827).

The procedures of items translation, adaptation and back-translation of the original instrument were carried out. Data collection was performed using the snowball method. Data were evaluated with confirmatory factor analysis.

The results showed that the factor structure was maintained as in the portuguese (from Portugal) and English versions (original). Convergent validity was tested using the ethical leadership at work questionnaire (ELW). The analyses showed that the measure has good psychometric qualities, reliability indices and convergent validity results with the ELW.

The ELQ can still be used to identify the presence of empowering leadership (diagnostic phase) and contribute to proposing organizational interventions that lead to healthier and more productive work environments. Its convergent validity with ethical leadership suggests that managers can apply both (empowering and ethical leadership complementarily) to create quality interactions between leaders and team members that increase workers’ autonomy and allow them to respond promptly to organizational challenges.

Using the ELQ can represent an important tool for the theoretical and practical development of studies of empowering leadership with Brazilian samples.

El presente estudio tiene como objetivo presentar la adaptación y validación del Cuestionario de Liderazgo Empoderador (CLE) para una muestra de trabajadores brasileños (N = 827).

Se realizaron procedimientos de traducción de ítems, adaptación y retrotraducción del instrumento original. La recolección de datos se llevó a cabo mediante el método de bola de nieve. Los datos se evaluaron con el Análisis Factorial Confirmatorio (AFC).

Los resultados mostraron que la estructura factorial se mantuvo como en las versiones en Portugal e inglés (original). La validez convergente se probó utilizando el Cuestionario de Liderazgo Ético en el Trabajo (CLET). Los análisis realizados mostraron que la medida tiene buenas cualidades psicométricas, buenos índices de confiabilidad y buenos resultados de validez convergente con el CLET.

El uso del CLE puede representar una herramienta importante para el desarrollo teórico y práctico de estudios de liderazgo empoderador con muestras brasileñas.

El CLE aún puede ser utilizado para identificar la presencia de liderazgo empoderador (fase de diagnóstico) y contribuir a proponer intervenciones que conduzcan a la creación de entornos de trabajo más saludables y productivos. Su validez convergente con el liderazgo ético sugiere que los gerentes pueden aplicar ambos tipos de liderazgo, complementarmente, para crear interacciones de calidad entre líderes y miembros del equipo que aumenten la autonomía de los trabajadores y les permitan responder con prontitud a los desafíos organizacionales.

O presente estudo tem o objetivo de apresentar a adaptação e validação do Questionário de Liderança Empoderadora (QLE) para uma amostra de trabalhadores brasileiros (N = 827).

Foram realizados os procedimentos de tradução, adaptação e retroversão dos itens do instrumento original. A recolha de dados foi realizada utilizando o método bola de neve. Os dados foram avaliados com a Análise Fatorial Confirmatória (AFC).

Os resultados mostraram que a estrutura fatorial se manteve como nas versóes portuguesa e inglesa (original). A validade convergente foi testada com a aplicação do Questionário de Liderança Ética no Trabalho (QLET). As análises realizadas mostraram que a medida possui boas qualidades psicométricas, bons índices de confiabilidade e bons resultados de validade convergente com o QLET.

A utilização do QLE pode representar uma importante ferramenta para o desenvolvimento teórico e prático dos estudos da liderança empoderadora com amostras brasileiras.

O QLE ainda pode ser utilizado para identificar a presença da liderança empoderadora (fase diagnóstica) e contribuir para proposição de intervenções que levem a criação de ambientes de trabalho mais saudáveis e produtivos. Sua validade convergente com a liderança ética sugere que os gestores podem aplicar os dois tipos de liderança, complementarmente, de modo a criar interações de qualidade entre líderes e liderados que aumentem a autonomia dos trabalhadores e permitam que respondam prontamente aos desafios organizacionais.