A multilevel quasi-experimental study of leadership, empowerment, and performance in teams

Gilad Chen; Bradley L. Kirkman; Ruth Kanfer; Don Allen

doi:10.5465/ambpp.2005.18780372

A multilevel quasi-experimental study of leadership, empowerment, and performance in teams

Gilad Chen
, Bradley L. Kirkman
, Ruth Kanfer
, Don Allen

Research output: Contribution to journal › Conference article › peer-review

1 Scopus citations

Abstract

Using a quasi-experimental design, we examined multilevel relationships among leadership, empowerment, and performance in a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 50 home improvement chain. We sampled two teams with different levels of interdependence in each store. Results indicated that, irrespective of team interdependence, different aspects of leadership predicted individual and team empowerment. Moreover, several team-level, cross-level, and individual-level relationships among both individual and team empowerment and performance were detected in high, but not in low, interdependent teams.

Original language	English
Journal	Academy of Management Annual Meeting Proceedings
DOIs	https://doi.org/10.5465/ambpp.2005.18780372
State	Published - 2005
Externally published	Yes
Event	65th Annual Meeting of the Academy of Management, AOM 2005 - Honolulu, HI, United States Duration: 5 Aug 2005 → 10 Aug 2005

Keywords

Leadership
Motivation
Teams

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10.5465/ambpp.2005.18780372

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abstract = "Using a quasi-experimental design, we examined multilevel relationships among leadership, empowerment, and performance in a sample of 62 teams, 445 individual members, 62 team leaders, and 31 external managers from 31 stores of a Fortune 50 home improvement chain. We sampled two teams with different levels of interdependence in each store. Results indicated that, irrespective of team interdependence, different aspects of leadership predicted individual and team empowerment. Moreover, several team-level, cross-level, and individual-level relationships among both individual and team empowerment and performance were detected in high, but not in low, interdependent teams.",

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A multilevel quasi-experimental study of leadership, empowerment, and performance in teams

Abstract

Keywords

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