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This article examines the relationship between managerial trust and employee empowerment. Hypotheses derived from leader-member exchange (LMX) theory suggest that the quality of leader-member relations mediates the linkage between managerial trust and employee empowerment. Data from 128 manager-employee dyads from 13 organizations support this model. Whereas previous research has pointed to the influence of organizational and social structural variables on empowerment, this research shows the importance of manager-employee relationships on perceived empowerment. Implications for researchers and managers leading empowerment initiatives are discussed.
Gómez et al. (Thu,) studied this question.