Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity

Author First name, Last name, Institution

Scott L. Martin, Zayed University
Hui Liao, Robert H. Smith School of Business
Elizabeth M. Campbell, Robert H. Smith School of Business

Document Type

Article

Source of Publication

Academy of Management Journal

Publication Date

10-1-2013

Abstract

Using a field experiment in the United Arab Emirates, we compared the impacts of directive and empowering leadership on customer-rated core task proficiency and proactive behaviors. Results of tests for main effects demonstrated that both directive and empowering leadership increased work unit core task proficiency, but only empowering leadership increased proactive behaviors. Examination of boundary conditions revealed that directive leadership enhanced proactive behaviors for work units that were highly satisfied with their leaders, whereas empowering leadership had stronger effects on both core task proficiency and proactive behaviors for work units that were less satisfied with their leaders. We discuss implications for both theory and practice. © Academy of Management Journal.

DOI Link

10.5465/amj.2011.0113

ISSN

0001-4273

Publisher

Academy of Management

Volume

56

Issue

5

First Page

1372

Last Page

1395

Disciplines

Business

Scopus ID

84886821518

Recommended Citation

Martin, Scott L.; Liao, Hui; and Campbell, Elizabeth M., "Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity" (2013). All Works. 1281.
https://zuscholars.zu.ac.ae/works/1281

Indexed in Scopus

yes

Open Access

no