Negative Influences of Differentiated Empowering Leadership on Team Members’ Helping Behaviors: The Mediating Effects of Envy and Contempt
Year: 2022
Type: article
Abstract: PURPOSE: Given the popularity of empowerment practices among scholars and practitioners, this research examines whether a manager's differentiated empowering leadership negatively affects team members' helping behaviors and, if so, how. METHODS: The authors conducted one multi-source and time-lagged survey (with 44 managers and 212 team members) and two scenario-based experiments (with 120 participants in Study 2 and 121 participants in Study 3) to test the research model. RESULTS: Team managers' differentiated empowering leadership decreases team members' helping behaviors. In particular, for team members who receive less empowerment, differentiated empowering leadership may decrease their helping behaviors by eliciting their envy. For team members who receive more empowerment, differentiated empowering leadership may decrease their helping behaviors by inducing their contempt. CONCLUSION: of empowering leadership. It reveals that unequal distribution of authority among team members by managers can undermine employee relations and elicit negative emotions of envy and contempt, thereby decreasing employees' helping behaviors.
DOI: 10.2147/prbm.s346470
Authors: Fang Sun, Xiyuan Li, Muhammad Naseer Akhtar
Institutions: Wuhan University, University of East London
Language: English
Domain: Social Sciences
Open Access status: gold
Estimated APC paid: $2,836
OpenAlex ID: W4205146866