임파워링 리더십의 권한과 책임에 따른 양면적 효과

This study empirically examined the two faces of empowering leadership, i.e. the enabling process and the burdening process, when empowering leadership is decomposed into authority delegation and accountability with the sample of 219 followers in private companies. The enabling process, which means that the leader’s empowering leadership enhances the follower’s work role performance through increasing the follower’s self-efficacy, is empirically demonstrated when the empowering leadership is authority delegation and accountability respectively. The burdening process, which means that the leader’s empowering leadership undermines the follower’s work role performance through increasing the follower’s job induced tension, is not empirically demonstrated when the empowering leadership is authority delegation and accountability respectively. The follower’s job induced tension increases the follower’s work role performance unexpectedly. Furthermore, the follower’s job induced tension has an inverted U-shaped relationship with the follower’s task proactivity, which is a dimension of work role performance. The leader’s authority delegation of empowering leadership decreases the follower’s job induced tension unexpectedly. The leader’s accountability of empowering leadership increases the follower’s job induced tension more than the leader’s authority delegation of empowering leadership does. Based on the results, theoretical and practical implications are discussed, and recommendations for future research are provided.