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Asia Pacific Journal of Management

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01.09.2006

The impact of participative leadership behavior on psychological empowerment and organizational commitment in Chinese state-owned enterprises: the moderating role of organizational tenure

verfasst von: Xu Huang, Kan Shi, Zhijie Zhang, Yat Lee Cheung

Erschienen in: Asia Pacific Journal of Management | Ausgabe 3/2006

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Abstract

We investigated whether participative leadership behavior can produce psychological empowerment, which in turn, leads to organizational commitment for employees of Chinese state-owned enterprises. Based on the data collected from 173 employees in two state-owned enterprises, we found that participative leadership behavior was associated with organizational commitment, but not with all four dimensions of psychological empowerment, namely, meaning, competence, self-determination, and impact. Our findings also showed that while participative leadership behavior tended to make short-tenure employees feel competent and thus, more committed to an organization, such leadership behavior did not have a significant impact on competence as well as organizational commitment for long-tenure employees.

Vorheriger Artikel Resolving ethical conflicts at workthrough cooperative goals and constructive controversy in the People's Republic of China

Nächster Artikel Employee stock ownership and corporate R&D expenditures: evidence from Taiwan's information-technology industry

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Titel: The impact of participative leadership behavior on psychological empowerment and organizational commitment in Chinese state-owned enterprises: the moderating role of organizational tenure
verfasst von: Xu Huang
Kan Shi
Zhijie Zhang
Yat Lee Cheung
Publikationsdatum: 01.09.2006
Verlag: Springer US
Erschienen in: Asia Pacific Journal of Management / Ausgabe 3/2006
Print ISSN: 0217-4561
Elektronische ISSN: 1572-9958
DOI: https://doi.org/10.1007/s10490-006-9006-3

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