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This study examines the relationship between psychological empowerment and leadership. Empowered supervisors are hypothesized to be innovative, upward influencing, and inspirational and less focused on monitoring to maintain the status quo. Tested on a sample of mid-level supervisors from a Fortune 500 organization, the hypotheses were largely supported. Supervisors who reported higher levels of empowerment were seen by their subordinates as more innovative, upward influencing, and inspirational. No relationship was found between supervisory empowerment and monitoring behaviours. Implications for theory and practice are discussed, and future research directions are suggested. Copyright © 1999 John Wiley & Sons, Ltd.
Spreitzer et al. (Thu,) studied this question.
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