The Moderating Effects of Power Distance and Individualism/Collectivism on Empowering Leadership, Psychological Empowerment, and Self-Leadership in International Development Organizations

The importance of finding appropriate leadership styles to use in cross-cultural situations is paramount. Development organizations and multinational organizations both struggle to find forms of leadership that are effective in mobilizing the workforce in highly diverse cultural contexts. In this article, the effects of empowering leadership on psychological empowerment and self-leadership are measured in two cultural contexts—Rwanda and the United States, representing both high and low power distance and individualism/ collectivism—to explore how empowering leadership behaviors affects the empowerment of subordinates. First, hierarchical regression analysis shows that empowering leadership has a significant positive effect on both psychological empowerment and self-leadership in both cultural contexts. Second, hierarchical regression analysis with tests for moderation shows that power distance moderates these relationships, especially in high power distance cultures, while individualism/collectivism moderates these relationships only occasionally. This article provides evidence that empowering leadership is an effective form of leadership that produces employee empowerment in diverse cultural contexts. It also provides new insights into appropriate forms of leadership for international development organizations when working in different countries

The Moderating Effects of Power Distance and Individualism/Collectivism on Empowering Leadership, Psychological Empowerment, and Self-Leadership in International Development Organizations

The importance of finding appropriate leadership styles to use in cross-cultural situations is paramount. Development organizations and multinational organizations both struggle to find forms of leadership that are effective in mobilizing the workforce in highly diverse cultural contexts. In this article, the effects of empowering leadership on psychological empowerment and self-leadership are measured in two cultural contexts—Rwanda and the United States, representing both high and low power distance and individualism/ collectivism—to explore how empowering leadership behaviors affects the empowerment of subordinates. First, hierarchical regression analysis shows that empowering leadership has a significant positive effect on both psychological empowerment and self-leadership in both cultural contexts. Second, hierarchical regression analysis with tests for moderation shows that power distance moderates these relationships, especially in high power distance cultures, while individualism/collectivism moderates these relationships only occasionally. This article provides evidence that empowering leadership is an effective form of leadership that produces employee empowerment in diverse cultural contexts. It also provides new insights into appropriate forms of leadership for international development organizations when working in different countries

The Impact of Female Leadership Style on Team Creativity in Rising English Education Group in China

Purpose: Corporate innovation might be slowed by team creativity and other factors. When a company's team creativity is low, innovation suffers, impacting its market competitiveness and technological advancement. Low-creativity teams make more mistakes, slowing down the project and making it more difficult to achieve its goals. Teams who do not innovate will not be able to expand or compete. The impact of female entrepreneurs' leadership styles on team innovation has not been researched in China's education administration. This study will look at how the leadership styles of successful female business owners promote innovative teamwork.   Theoretical framework: This study developed a theoretical model based on the constitutive theory of creativity, with transformational leadership, empowering leadership, authoritative leadership, and participative leadership as independent variables, entrepreneurial team creativity as the dependent variable, team psychological empowerment as the mediating variable, and the nature of the company's business as the moderating variable.   Methodology: This research looks at how strong female leaders help Rise English Educational Organization. This study looks at how different female leadership styles affect group morale, effectiveness, and innovation.   Research, Practical & Social implications: Through a review of existing literature and similar studies, this chapter outlines the theoretical model and related hypotheses of this study and provides a more specific direction for the accompanying empirical investigation. Female team leaders frequently place a high importance on effective communication and collaboration. They promote open dialogue, paying attention, and making valuable comments. These modes of communication make it easier for people to share ideas and collaborate, which is beneficial to team innovation. When their manager is a woman, team members who feel mentally encouraged are more inclined to think imaginatively, take the initiative, and help solve difficulties.   Originality/value: This beneficial relationship between a woman's leadership style and the psychological freedom of the team can encourage team members to be more creative and imaginative. Team psychological strength can help explain the connection between how a woman leads and how creative her team is, but it is not the sole factor influencing team creativity. The objective of the business, the people on the team, and the tools available can all have an impact on team creativity

Empowering Leadership and Team Creativity: An Examination of Direct and Indirect Path

In this research, we investigated how empowering leadership is related with team level creativity of employees. Integrating theory of group behavior with componential theory of creativity, we found that empowering leadership behavior affects the team level creativity of employees directly and indirectly through the mediation of team learning behavior and team psychological empowerment as team process and team emergent states. For this research we collected data from two sources (Subordinates, and Supervisors) by temporally dividing data collection process into two points in time for independent, dependent, and mediating variables from employees of a bank operating in Pakistan. Preliminary analysis and analysis with mediation and indirect affects performed to check the direct and indirect effects. Mplus 7.0 was used with random model techniques to analyze hypothesized model for employees’ sample (N = 343). Mediation was analyzed using indirect effect of random models and further confirmed the confidence using bootstrapping procedure. Further research findings, implications, and future research directions also discussed in this research. Keywords: Empowering leadership; Team learning behavior; Team psychological empowerment; Team creativit

A Moderated Mediation Model of Empowering Leadership and Employees’ Innovative Work Behavior

This study examined the moderated mediation model of empowering leadership and employees’ innovative work behavior (IWB) by analyzing the mediating role of employees’ psychological empowerment and high-performance work system (HPWS). Using the convenience sampling technique, time-lagged data was collected from 433 software engineers working in different software companies operating in Pakistan. Hierarchical regression analysis and PROCESS macro were used to perform the analysis. The findings revealed that empowering leadership impacts employees’ IWB directly as well as through their psychological empowerment, while HPWS moderates the relationship between empowering leadership and employees’ psychological empowerment. The findings further articulated that the moderated mediation effects of HPWS also arbitrate between empowering leadership and employees’ IWB. The results of this study implied that when employees work in the context of a high HPWS, they reciprocate positively to the support and resources received from their leaders. Similarly, in the context of a high HPWS, empowering leadership greatly enhances employees’ psychological empowerment and creativity. In the context of a low HPWS, employees’ IWB depends upon their leaders’ behavior and also on their own psychological empowerment. Hence, the study analyzed when (contextual boundary conditions) and how (the underlying mechanism) empowering leadership enhances employees’ IWB by utilizing the moderated mediation model

Participation and organizational commitment during change: From utopist to realist perspectives

Trust has a great potential for furthering our understanding of organizational change and learning. This potential however remains largely untapped. It is argued that two reasons as for why this potential remains unrealized are: (i) A narrow conceptualization of change as implementation and (ii) an emphasis on direct and aggregated effects of individual trust to the exclusion of other effects. It is further suggested that our understanding of the effects of trust on organizational change, should benefit from including effects of trust on the formulation stage. It should also benefit from exploring the structuring effects of trust in organizations. Throughout this chapter, ways to extend current research on trust in organizations are suggested. The chapter also provides examples of relevant contributions where available. In order to capture organizational effects of trust, it is suggested that trust should be studied over longer time intervals, and include several referents of trust, spanning both horizontal and vertical relationships in the organizatio

Leadership process models: A review and synthesis

In organizational research, studying "processes" is important for uncovering and understanding the underlying causal mechanisms in a predictor-mediator-outcome logic. Processes answer "how" and "why" questions and provide more complete explanations about phenomena. Our focus in this review is on studies of leadership processes, which we systematically analyze to report on the state-of-the science. In doing so, we present a two-dimensional target-centric taxonomy to integrate previous research: The taxonomy distinguishes the target's level (i.e., individual follower, team, organizational, and extra-organizational) as well as the type of leadership processes that affect either the target's development or leverage of resources. Our review indicates that the predominantly studied leadership "meta" process model looks at the effect of leader traits or behaviors on performance-related outcomes through cognitive, affective, or behavioral leveraging factors. This "meta" model points to several important and understudied processes including a leader's influence on the target's development or work context. We also identify two largely overlooked yet critical issues for leadership process research: Modeling the role of time and that of multiple processes through which leadership effects manifest themselves in organizations. Using our taxonomy, we provide several reflection points that can guide the development of genuine and thoughtful leadership process theories. We conclude by urging future leadership process research to embrace multi-process, multi-level, and time-sensitive models