Empowering leadership : an examination of fit with individual needs.
Degree GrantorUniversity of Canterbury
Degree NameMaster of Science
The shift from traditional hierarchical structures toward flexible structures at work requires increasing levels of employee autonomy and has prompted organisations to rely on empowering leadership behaviours. Yet, employees may differ with regards to their preference for empowering behaviours, and therefore the degree of congruence between leader behaviours and employee preferences may influence important workplace outcomes. The current study investigated whether, and how, levels of congruence between empowering leadership behaviours and employee preference for empowering leadership impacted employees’ behavioural engagement and job satisfaction. Data was collected from an online survey of 151 employees in two white collar organisations. The results of the polynomial regression analysis revealed that levels of congruence between employee preference for empowering leadership and the leaders’ empowering behaviours influenced job satisfaction and behavioural engagement. Based on the outcomes of the study, theoretical and practical implications are discussed along with recommendations for future research.