Department of Management and Organizations, Tippie College of Business, University of Iowa, IA, USA.
J Appl Psychol. 2011 Sep;96(5):981-1003. doi: 10.1037/a0022676.
This paper provides meta-analytic support for an integrated model specifying the antecedents and consequences of psychological and team empowerment. Results indicate that contextual antecedent constructs representing perceived high-performance managerial practices, socio-political support, leadership, and work characteristics are each strongly related to psychological empowerment. Positive self-evaluation traits are related to psychological empowerment and are as strongly related as the contextual factors. Psychological empowerment is in turn positively associated with a broad range of employee outcomes, including job satisfaction, organizational commitment, and task and contextual performance, and is negatively associated with employee strain and turnover intentions. Team empowerment is positively related to team performance. Further, the magnitude of parallel antecedent and outcome relationships at the individual and team levels is statistically indistinguishable, demonstrating the generalizability of empowerment theory across these 2 levels of analysis. A series of analyses also demonstrates the validity of psychological empowerment as a unitary second-order construct. Implications and future directions for empowerment research and theory are discussed.
本文为一个综合模型提供了元分析支持，该模型规定了心理和团队授权的前因和后果。结果表明，代表感知到的高绩效管理实践、社会政治支持、领导和工作特征的情境前因构念与心理授权密切相关。积极的自我评价特征与心理授权相关，与情境因素的相关性一样强。心理授权反过来与广泛的员工结果相关，包括工作满意度、组织承诺和任务和情境绩效，并与员工压力和离职意向呈负相关。团队授权与团队绩效呈正相关。此外，个体和团队层面的平行前因和结果关系的大小在统计学上没有区别，这表明授权理论在这两个分析层面上具有普遍性。一系列分析还证明了心理授权作为单一二阶结构的有效性。讨论了授权研究和理论的意义和未来方向。
