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The Power of Empowerment: Predictors and Benefits of Shared Leadership in Organizations
Leadership plays an essential part in creating competitive advantage and well-being among employees. One way in which formal leaders can deal with the variety of responsibilities that comes with their role is to share their responsibilities with team members (i.e., shared leadership). Although there...
Autores principales: | , , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
Frontiers Media S.A.
2020
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Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7711194/ https://www.ncbi.nlm.nih.gov/pubmed/33329240 http://dx.doi.org/10.3389/fpsyg.2020.582894 |
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author | Edelmann, Charlotte M. Boen, Filip Fransen, Katrien |
author_facet | Edelmann, Charlotte M. Boen, Filip Fransen, Katrien |
author_sort | Edelmann, Charlotte M. |
collection | PubMed |
description | Leadership plays an essential part in creating competitive advantage and well-being among employees. One way in which formal leaders can deal with the variety of responsibilities that comes with their role is to share their responsibilities with team members (i.e., shared leadership). Although there is abundant literature on how high-quality peer leadership benefits team effectiveness (TE) and well-being, there is only limited evidence about the underpinning mechanisms of these relationships and how the formal leader can support this process. To address this lacuna, we conducted an online survey study with 146 employees from various organizations. The results suggest that an empowering leadership style of the formal leader is associated with higher perceived peer leadership quality (PLQ) on four different leadership roles (i.e., task, motivational, social, and external leader). In addition, formal leaders who empower their team members are also perceived as better leaders themselves. Moreover, the improved PLQ was in turn positively related to TE and work satisfaction, while being negatively related to burnout. In line with the social identity approach, we found that team identification mediated these relationships. Thus, high-quality peer leaders succeeded in creating a shared sense of “us” in the team, and this team identification in turn generated all the positive outcomes. To conclude, by sharing their lead and empowering the peer leaders in their team, formal leaders are key drivers of the team’s effectiveness, while also enhancing team members’ health and well-being. |
format | Online Article Text |
id | pubmed-7711194 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2020 |
publisher | Frontiers Media S.A. |
record_format | MEDLINE/PubMed |
spelling | pubmed-77111942020-12-15 The Power of Empowerment: Predictors and Benefits of Shared Leadership in Organizations Edelmann, Charlotte M. Boen, Filip Fransen, Katrien Front Psychol Psychology Leadership plays an essential part in creating competitive advantage and well-being among employees. One way in which formal leaders can deal with the variety of responsibilities that comes with their role is to share their responsibilities with team members (i.e., shared leadership). Although there is abundant literature on how high-quality peer leadership benefits team effectiveness (TE) and well-being, there is only limited evidence about the underpinning mechanisms of these relationships and how the formal leader can support this process. To address this lacuna, we conducted an online survey study with 146 employees from various organizations. The results suggest that an empowering leadership style of the formal leader is associated with higher perceived peer leadership quality (PLQ) on four different leadership roles (i.e., task, motivational, social, and external leader). In addition, formal leaders who empower their team members are also perceived as better leaders themselves. Moreover, the improved PLQ was in turn positively related to TE and work satisfaction, while being negatively related to burnout. In line with the social identity approach, we found that team identification mediated these relationships. Thus, high-quality peer leaders succeeded in creating a shared sense of “us” in the team, and this team identification in turn generated all the positive outcomes. To conclude, by sharing their lead and empowering the peer leaders in their team, formal leaders are key drivers of the team’s effectiveness, while also enhancing team members’ health and well-being. Frontiers Media S.A. 2020-11-19 /pmc/articles/PMC7711194/ /pubmed/33329240 http://dx.doi.org/10.3389/fpsyg.2020.582894 Text en Copyright © 2020 Edelmann, Boen and Fransen. http://creativecommons.org/licenses/by/4.0/ This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. |
spellingShingle | Psychology Edelmann, Charlotte M. Boen, Filip Fransen, Katrien The Power of Empowerment: Predictors and Benefits of Shared Leadership in Organizations |
title | The Power of Empowerment: Predictors and Benefits of Shared Leadership in Organizations |
title_full | The Power of Empowerment: Predictors and Benefits of Shared Leadership in Organizations |
title_fullStr | The Power of Empowerment: Predictors and Benefits of Shared Leadership in Organizations |
title_full_unstemmed | The Power of Empowerment: Predictors and Benefits of Shared Leadership in Organizations |
title_short | The Power of Empowerment: Predictors and Benefits of Shared Leadership in Organizations |
title_sort | power of empowerment: predictors and benefits of shared leadership in organizations |
topic | Psychology |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7711194/ https://www.ncbi.nlm.nih.gov/pubmed/33329240 http://dx.doi.org/10.3389/fpsyg.2020.582894 |
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