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Full-Text Articles in Business
Preference For Managerial Boundary Setting In Relation To Empowerment: Adding Clarity To The Role Of Boundaries, Edward R. Kemery, W. Alan Randolph, Lisa T. Stickney
Preference For Managerial Boundary Setting In Relation To Empowerment: Adding Clarity To The Role Of Boundaries, Edward R. Kemery, W. Alan Randolph, Lisa T. Stickney
Organization Management Journal
This study explores the role of manager and employee preference for managerial boundary setting in empowerment. Research has shown a clear relationship between managers’ empowerment practices and employee psychological empowerment, but confusion persists in the empowerment literature about the role played by boundaries in creating empowerment. We add clarity to the role of boundary setting by considering how the individual difference variable of manager and employee preference for managerial boundary setting impacts empowerment. Results indicate that higher preference for managerial boundary setting was associated with greater utilization of empowerment practices by managers and with greater psychological empowerment of employees. For …
Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker
Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker
Organization Management Journal
Psychological empowerment is the perception that workers can help determine their own work roles, accomplish meaningful work, and influence important decisions. Empowerment has been studied from different perspectives, including employee perceptions, leadership behaviors, and management programs. Despite positive rhetoric, programs designed to increase empowerment seldom achieve the benefits promised. Inconclusive and seemingly contradictory outcomes stem from the fact that few companies give employees significant control and access to management information. A half century of research suggests that empowerment strategies can offer real benefits. We outline facilitating conditions for effective empowerment, including characteristics of organizations, leaders, employees, and the work itself.
Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker
Effective Empowerment In Organizations, Gary A. Yukl, Wendy S. Baker
Organization Management Journal
Psychological empowerment is the perception that workers can help determine their own work roles, accomplish meaningful work, and influence important decisions. Empowerment has been studied from different perspectives, including employee perceptions, leadership behaviors, and management programs. Despite positive rhetoric, programs designed to increase empowerment seldom achieve the benefits promised. Inconclusive and seemingly contradictory outcomes stem from the fact that few companies give employees significant control and access to management information. A half century of research suggests that empowerment strategies can offer real benefits. We outline facilitating conditions for effective empowerment, including characteristics of organizations, leaders, employees, and the work itself.
An Empirical Investigation Into The Power Behind Empowerment, Raymond D. Gordon
An Empirical Investigation Into The Power Behind Empowerment, Raymond D. Gordon
Organization Management Journal
Using the four dimensional frame that Hardy and Leiba-O’Sullivan (1998) developed to conceptually explore the “power behind empowerment” the study empirically illustrates how a police organization’s reform program, which was designed to empower lower level officers, foundered on its own innocence. The reform program adopts a resources dependency approach to power, which resonates with the first of the four dimensional frames of power; unobtrusive forms of power embedded at a deeper level of the organizations social system, which are consistent with the third and fourth dimensional frames, remain unaccounted for. A research and methodological framework is developed to bring the …
An Empirical Investigation Into The Power Behind Empowerment, Raymond D. Gordon
An Empirical Investigation Into The Power Behind Empowerment, Raymond D. Gordon
Organization Management Journal
Using the four dimensional frame that Hardy and Leiba-O’Sullivan (1998) developed to conceptually explore the “power behind empowerment” the study empirically illustrates how a police organization’s reform program, which was designed to empower lower level officers, foundered on its own innocence. The reform program adopts a resources dependency approach to power, which resonates with the first of the four dimensional frames of power; unobtrusive forms of power embedded at a deeper level of the organizations social system, which are consistent with the third and fourth dimensional frames, remain unaccounted for. A research and methodological framework is developed to bring the …