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Enhancing the Effects of Power Sharing on Psychological Empowerment: The Roles of Management Control and Power Distance Orientation

Published online by Cambridge University Press:  02 February 2015

Chao C. Chen ,
Ann Yan Zhang  and
Hui Wang
Chao C. Chen
Affiliation:
Rutgers University, USA Nanjing University, China
Ann Yan Zhang
Affiliation:
Peking University, China
Hui Wang
Affiliation:
Peking University, China
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Abstract

In this article we test a model of bounded empowerment: the boundary conditions under which power sharing affects employees' psychological empowerment. Using data from two telecommunication companies, we investigate how management control and power distance orientation moderate the effects of supervisors' power sharing on employees' psychological empowerment. Results show that power sharing improves job performance partly through psychological empowerment. Furthermore, management control enhances rather than impedes the positive effect of power sharing on psychological empowerment. Power distance orientation further enhances management control's positive moderating effect on employee psychological empowerment. Limitations and implications for future research are also discussed.

本文探讨了权力分享对心理授权感的影响作用, 以及这一影响作用的边界条件。 通过来自两个电信公司的数据, 我们研究了管理控制和权力距离如何调节主管的权力分享行为对下属心理授权感的影响。 研究结果表明, 权力分享行为对下属工作绩效的影响作用是部分通过心理授权感产生的。 同时, 管理控制加强了而不是阻碍了权力分享对心理授权感的正向影响作用, 权力距离也提升了管理控制对下属心理授权感的调节作用。 最后, 我们讨论了本研究的局限和研究意义。

Keywords

bounded empowermentmanagement controlpower distancepower sharingpsychological empowerment有界限的授权管理控制权力距离权力分享心理授权感
Type
Articles
Information
Management and Organization Review , Volume 10 , Issue 1 , March 2014 , pp. 135 - 156
Copyright
Copyright © International Association for Chinese Management Research 2014

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