Fisher College of Business, The Ohio State University.
Broad College of Business, Michigan State University.
J Appl Psychol. 2021 Jul;106(7):1033-1048. doi: 10.1037/apl0000813. Epub 2020 Aug 27.
Research to date has advanced opposing viewpoints on whether leaders who are psychologically empowered support the autonomy of their subordinates or engage in controlling leader behaviors. Our integration of research on empowerment and social hierarchy suggests that leaders' feelings of empowerment can promote autonomy-supporting and/or controlling leader behaviors, contingent on the leaders' prestige and dominance motivations, respectively. Our findings demonstrate that, among leaders high (vs. low) in prestige motivation, psychological empowerment is positively related to autonomy-supporting leader behaviors because these leaders prefer to influence others by earning their freely conferred respect and deference. In contrast, among leaders high (vs. low) in dominance motivation, psychological empowerment is positively related to controlling leader behaviors because these leaders prefer to influence others using authority and control. Three empirical studies support our theoretical model. (PsycInfo Database Record (c) 2021 APA, all rights reserved).
迄今为止的研究已经提出了相反的观点，即心理授权的领导者是支持下属的自主性，还是采取控制行为。我们整合了关于授权和社会层次的研究，表明领导者的授权感可以促进自主性支持和/或控制行为，这取决于领导者的威望和支配动机。我们的研究结果表明，在威望动机高（而非低）的领导者中，心理授权与自主性支持的领导行为呈正相关，因为这些领导者更倾向于通过赢得他人自愿的尊重和顺从来影响他人。相比之下，在支配动机高（而非低）的领导者中，心理授权与控制行为呈正相关，因为这些领导者更倾向于使用权威和控制来影响他人。三项实证研究支持我们的理论模型。
