scholarly journals Negative Influences of Differentiated Empowering Leadership on Team Members’ Helping Behaviors: The Mediating Effects of Envy and Contempt

2022 ◽  
Vol Volume 15 ◽  
pp. 9-20
Author(s):  
Fang Sun ◽  
Xiyuan Li ◽  
Muhammad Naseer Akhtar
Keyword(s):  
Mediating Effects ◽  
Empowering Leadership ◽  
Team Members ◽  
Helping Behaviors

Stimulating learning by empowering leadership

2016 ◽  
Vol 37 (8) ◽  
pp. 1168-1186 ◽  
Author(s):  
Mingze Li ◽  
Pengcheng Zhang
Keyword(s):  
Information Processing ◽  
Team Learning ◽  
Hierarchical Linear Model ◽  
Hierarchical Regression ◽  
Empowering Leadership ◽  
Content Type ◽  
Team Members ◽  
Section Data ◽  
Multi Level ◽  
Different Levels

Purpose The purpose of this paper is to answer the theoretical and practical calls for an examination of the multi-level effects of empowering leadership on creativity. In addition, it attempts to link empowering leadership to creativity from the perspective of information processing, which is different from traditional mechanisms of psychology. Design/methodology/approach Based on the perspective of information processing, the authors tested how and why different levels of empowering leadership may relate to team and individual creativity. Multi-source data were collected from 62 team leaders and 295 team members. Statistical methods, such as the hierarchical linear model, hierarchical regression analysis, and bootstrapping tests, were used to analyze the data. Findings The results show that team and individual learning mediate the effects of empowering leadership on creativity at the team and individual levels. Interestingly, the authors also found that team learning negatively moderates the indirect and positive effect of individual empowering leadership on individual creativity. Research limitations/implications The main limitation of this study is that the authors used cross-section data instead of longitudinal data to analyze the causal relationship. As such, the results may not truly reveal the causality. Practical implications The findings indicate that empowering leadership is important for stimulating both individual and team learning; thus, it benefits different levels of creativity. In addition, the results also suggest that there are interplay between different level mechanisms, and empowering team leader should trade-off individual and team learning effects in order to promote both team and individual creativity effectively. Originality/value This study contributes to the existing literature by providing a multi-level and cross-level analysis of empowering leadership and creativity. It clarifies how empowering leadership stimulates individual and team creativity at different levels simultaneously.

Understanding team-level career mentoring by leaders and its effects on individual team-source learning: The effects of intra-group processes

2009 ◽  
Vol 62 (11) ◽  
pp. 1635-1666 ◽  
Author(s):  
Ethlyn A. Williams ◽  
Terri A. Scandura ◽  
Mark Gavin
Keyword(s):  
Peer Mentoring ◽  
Banking Industry ◽  
Group Processes ◽  
Leader Member Exchange ◽  
Mediating Effects ◽  
Career Support ◽  
Team Members ◽  
New Model ◽  
Member Exchange ◽  
Positive Effect

Team-level career mentoring by supervisors is conceptualized as mentoring that provides career support for all team members. A new model of mentoring and individual team-source learning is presented. Data from 192 individuals in 37 intact work groups in the banking industry were used to examine how intra-group processes might influence the team mentoring process. Team-level leader-member exchange, peer mentoring, and proactive member behavior were examined for their influence on team-level career mentoring by supervisors. Our results suggest that aspects of the team context (represented by mean leader-member exchange and mean peer mentoring) influenced team-level career mentoring. Team-level career mentoring (TCM) had a positive effect on individual team-source learning and had mediating effects on the relationships between the team contextual factors and individual team-source learning. The implications of this research for studying supervisory team-level career mentoring are discussed.

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