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      Leaders’ empowering behaviors: An investigation of antecedents

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          Abstract

          Empowering leadership has been linked to beneficial outcomes for employees and organizations; yet, anecdotally, leaders express reluctance to use this style. Via a survey of 98 full-time leaders and their employees, we examined antecedents to leaders’ empowering behaviors. As predicted, leaders who were more empowering tended to report higher levels of trust in their employees, and this relationship was significantly stronger when leaders perceived themselves to be recipients of more organizational support and psychologically empowerment. Theoretical and practical implications of these findings are discussed.

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          Author and article information

          Journal
          Social Behavior and Personality: an international journal
          soc behav pers
          Scientific Journal Publishers Ltd
          0301-2212
          2022
          Affiliations
          [1 ]Sungkyunkwan University
          [2 ]Seoul Cyber University
          Article
          10.2224/sbp.12192
          6b1268c6-89f9-4f3e-9217-5460ca5fa09b
          © 2022
          History

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