Liderazgo empoderado como estrategia organizacional: revisión sistemática.
Contenido principal del artículo
Resumen
El presente artículo es una revisión sistemática de literatura sobre liderazgo empoderado, que permita analizar la evolución del constructo de liderazgo empoderado dentro de las organizaciones, así como resultados en diferentes poblaciones y áreas del mercado. Adicionalmente se analizan las metodologías utilizadas y los abordajes teóricos concluyendo con propuesta para definición unificada y áreas de oportunidad para futuras investigaciones en las que destacan: los efectos menos positivos del mismo, seguimiento del liderazgo por un periodo de tiempo y los procesos propios de implementación con la temporalidad requerida, así como el estadio de desarrollo del equipo de trabajo donde se expresa.
Detalles del artículo
©2017, Facultad de Ciencias Políticas y Sociales, Universidad Autónoma de Chihuahua. Reservados todos los derechos La publicación del artículo implica la cesión total de los derechos de propiedad (copyright) REVISTA DOXA DIGITAL. La revista se reserva el derecho para la reproducción total o parcial del trabajo en otros medios impresos, electrónicos o cualquier otra alternativa, pero reconociendo siempre su autoría.
Los contenidos revista se distribuyen bajo una licencia de uso y distribución Creative Commons Reconocimiento-No Comercial 4.0 Internacional (CC-BY-NC).
Aquellos autores/as que tengan publicaciones en REVISTA DOXA DIGITAL, aceptan los términos siguientes:
Los autores/as conservarán sus derechos de autor y garantizarán a la revista el derecho de primera publicación de su obra, el cual estará simultáneamente sujeto a la Licencia de reconocimiento de Creative Commons que permite a terceros compartir la obra siempre que se indique su autor y su primera publicación esta revista.
Los autores/as podrán adoptar otros acuerdos de licencia no exclusiva de distribución de la versión de la obra publicada (p. ej.: depositarla en un archivo telemático institucional o publicarla en un volumen monográfico) siempre que se indique la publicación inicial en esta revista.
Se recomienda a los autores/as difundir su obra a través de Internet (p. ej.: en archivos institucionales o en su página web) antes y durante el proceso de envío, lo cual puede producir intercambios interesantes y aumentar las citas de la obra publicada.
Citas
Ahearne Michael, Mathieu John, Rapp Adam. (2005). To Empower or Not to Empower Your Sales Force? An Empirical Examination of the Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance. Journal of Applied Psychology, 90(5), 945–955. https://doi.org/10.1037/0021-9010.90.5.945
Amundsen Stein y Martinsen Øyvind L. Martinsen. (2014a). Self-other agreement in empowering leadership: Relationships with leader effectiveness and subordinates’ job satisfaction and turnover intention. Leadership Quarterly, 25(4), 784–800. https://doi.org/10.1016/j.leaqua.2014.04.007
Amundsen Stein y Martinsen Øyvind L. Martinsen. (2014b). Empowering leadership: Construct clarification, conceptualization, and validation of a new scale. Leadership Quarterly, 25(3), 487–511. https://doi.org/10.1016/j.leaqua.2013.11.009
Amundsen Stein y Martinsen Øyvind L. Martinsen. (2015). Linking Empowering Leadership to Job Satisfaction, Work Effort, and Creativity. Journal of Leadership & Organizational Studies, 22(3), 304–323. https://doi.org/10.1177/1548051814565819
Arnold Josh A., Arad Sharon, Rhoades Jonathan A. y Drasgow Fritz. (2000) The empowering leadership questionnaire: the construction and validation of a new scale for measuring leader behaviors. J. Organiz. Behav. 21, 249-269
Audenaert Mieke y Decramer Adelien. (2016). When empowering leadership fosters creative performance: The role of problem-solving demands and creative personality. Journal of Management and Organization, 1–15. https://doi.org/10.1017/jmo.2016.20
Baker G. Ross (Commission on L. and M. in the N. (2011). The roles of leaders in high-performing health care systems. Commission on Leadership and Management in the NHS. The Kings Fund, 1–27. https://doi.org/10.1016/j.amjmed.2012.04.024
Bester Janie, Stander Marius W. y Van Zyl Llewellyn E. (2015). Leadership empowering behaviour, psychological empowerment, organisational citizenship behaviours and turnover intention in a manufacturing division. SA Journal of Industrial Psychology, 41(1), 1–14. https://doi.org/10.4102/sajip.v41i1.1215
Biemann Torsten, Kearney Eric y Marggraf Kathrin. (2015). Empowering leadership and managers’ career perceptions: Examining effects at both the individual and the team level. Leadership Quarterly, 26(5), 775–789. https://doi.org/10.1016/j.leaqua.2015.03.003
Byun Gukdo, Dai Ye, Lee Soojin y Kang Seung-Wan. (2016). When Does Empowering Leadership Enhance Employee Creativity ? a Three-Way Interaction Test. Social Behavior & Personality: An International Journal, 44(9), 1555–1564. https://doi.org/10.2224/sbp.2016.44.9.1555
Cheong Minyoung, Spain Seth m., Yammarino Francis J. y Yun Seokhwa. (2016). Two faces of empowering leadership: Enabling and burdening. Leadership Quarterly, 27(4), 602–616. https://doi.org/10.1016/j.leaqua.2016.01.006
Enterking Judith, Robb Elizabeth y Mclaren Susan. (2013). Clinical leadership for high-quality care: Developing future ward leaders. Journal of Nursing Management, 21(2), 206–216. https://doi.org/10.1111/j.1365-2834.2012.01408.x
Erkutlu Hakan y Chafra James. (2015). Empowering Leadership and Organizational Job Embeddedness: The Moderating Roles of Task Interdependence and Organizational Politics. Procedia - Social and Behavioral Sciences, 210, 3–10. https://doi.org/10.1016/j.sbspro.2015.11.321
Fong Kai Hung, Snape Ed. (2015). Empowering leadership, psychological empowerment and employee outcomes: Testing a multi-level mediating model. British Journal of Management, 26(1), 126–138. https://doi.org/10.1111/1467-8551.12048
Furley John, Cleland Jennifer, Del Mar Chris, Hanratty Barbara, Kadam Umesh, Lasserson Daniel, McCowan Colin, Magin Parker, Mitchell Caroline, Qureshi Nadeem, Rait Greta, Steel Nick, van Driel Mieke y Ward Alison. (2008). Leaders, leadership and future primary care clinical research. BMC Family Practice, 9(1), 52. https://doi.org/10.1186/1471-2296-9-52
Gkorezis Panagiotis. (2016). Principal empowering leadership and teacher innovative behavior: a moderated mediation model. International Journal of Educational Management, 30(6), 1030–1044. https://doi.org/10.1108/IJEM-08-2015-0113
Hao Po, He Wei y Long Li-Rong. (2017). Why and When Empowering Leadership Has Different Effects on Employee Work Performance: The Pivotal Roles of Passion for Work and Role Breadth Self-Efficacy. Journal of Leadership & Organizational Studies, 154805181770751. https://doi.org/10.1177/1548051817707517
Harris Brad T., Li Ning, Boswell Wendy R., Zhang Xin-an y Xie Zhitao. (2013). Getting What’s New from Newcomers: Empowering Leadership, Creativity, and Adjustment in the Socialization Context. Personnel Psychology, 567–604. https://doi.org/10.1111/peps.12053
Hassan Abbas, Ali Abdul y Huraja Khali, Hussein. (2016). Effect of the empowerment leadership’s on job involvement reinforcement through a mediator role for strategic thinking skills. International Journal of Academic Research in Business and Social Sciences June, 6(6), 189–220. https://doi.org/10.6007/IJARBSS/v6-i6/2193
Ismail Azman, Mohamed Hasan Al-Banna, Sulaiman Ahmad Zaidi, Mohamad Mohd Hamran y Yusuf Munirah Hanim. (2011). An empirical study of the relationship between transformational leadership, empowerment and organizational commitment. Business and Economics Research Journal, 2(1), 89.
Kim Minseo y Beehr Terry A. (2017a). Directing our own careers, but getting help from empowering leaders. Career Development International, 22(3), 300–317. https://doi.org/10.1108/CDI-11-2016-0202
Kim Minseo y Beehr Terry A. (2017b). Directing our own careers, but getting help from empowering leaders. Career Development International, 22(3), 300–317. https://doi.org/10.1108/CDI-11-2016-0202
Kwak Won Jun y Jackson Christine L. (2015). Relationship building in empowering leadership processes: A test of mediation and moderation. Journal of Management and Organization, 21(4), 369–387. https://doi.org/10.1017/jmo.2015.11
Lee Allan, Willis Sara y Tian Amy Wei. (2017). Empowering leadership: A meta-analytic examination of incremental contribution, mediation, and moderation. Journal of Organizational Behavior, (August 2016), 1–20. https://doi.org/10.1002/job.2220
Lee Soojin, Cheong Minyoung, Kim Myungsun y Yun Seokhwa. (2017). Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance. Group & Organization Management, 42(1), 11–38. https://doi.org/10.1177/1059601116646474
Lega Federico, Prenestini Anna y Rosso Matilde. (2017). Leadership research in healthcare: A realist review. Health Services Management Research, 30(2), 94–104. https://doi.org/10.1177/0951484817708915
Li Mingze, Liu Wenxing, Han Yi y Zhang Pengcheng. (2016). Linking empowering leadership and change-oriented organizational citizenship behavior. Journal of Organizational Change Management, 29(5), 732–750. https://doi.org/10.1108/JOCM-02-2015-0032
Li Mingze y Zhang Pengcheng. (2016). Stimulating learning by empowering leadership. Leadership & Organization Development Journal, 37(8), 1168–1186. https://doi.org/10.1108/LODJ-01-2015-0007
Li Ning, Chiaburu Dan S. y Kirkman Bradley L. (2017). Cross-Level Influences of Empowering Leadership on Citizenship Behavior. Journal of Management, 43(4), 1076–1102. https://doi.org/10.1177/0149206314546193
Li Shao-Long, He Wei, Yam Kai Chi y Long Li-Rong. (2015). When and why empowering leadership increases followers??? taking charge: A multilevel examination in China. Asia Pacific Journal of Management, 32(3), 645–670. https://doi.org/10.1007/s10490-015-9424-1
Liu Yingying. (2015). The Review of Empowerment Leadership. Open Journal of Business and Management Open Journal of Business and Manage-Ment, 3(3), 476–482. https://doi.org/10.4236/ojbm.2015.34049
Lorinkova Natalia m., Pearsall Matthew J. y Sims Henry P. (2013). Examining the Differential Longitudinal Performance of Directive Versus Empowering Leadership in Teams,Academy of Management. 56(2), 573–596.
Lorinkova Natalia M. y Perry Sara Jansen. (2017). When Is Empowerment Effective? The Role of Leader-Leader Exchange in Empowering Leadership, Cynicism, and Time Theft. Journal of Management, 43(5), 1631–1654. https://doi.org/10.1177/0149206314560411
McDermont Aoife, Kidney Rachel y Flood Patrick. (2011). Understanding leader development: learning from leaders. Leadership & Organization Development Journal, 32(4), 358–378. https://doi.org/10.1108/01437731111134643
Özaralli Nurdan. (2015). Linking Empowering Leader to Creativity: The Moderating Role of Psychological (Felt) Empowerment. Procedia - Social and Behavioral Sciences, 181, 366–376. https://doi.org/10.1016/j.sbspro.2015.04.899
Park, Jong Gyu, Kim, Jeong Sik, Yoon Seung Won y Joo, Baek-Kyoo. (2016). The effects of empowering leadership on psychological well-being and job engagement: the mediating role of psychological capital. Leadership & Organization Development Journal, 38(3). https://doi.org/10.1108/JHTT-09-2016-0053
Parris, Denise Linda y Peachey, Jon Welty. (2013). A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts. Journal of Business Ethics, 113(3), 377–393. https://doi.org/10.1007/s10551-012-1322-6
Poirier Léandre-Alexis Chénard, Morin Alexandre J. S., y Boudrias, Jean-Sébastien. (2017). On the merits of coherent leadership empowerment behaviors: A mixture regression approach. Journal of Vocational Behavior. 103, part B: 66-75. https://doi.org/10.1016/j.jvb.2017.08.003
Praszkier Ryszard. (2015). Empowering Leadership: Embracing Endogenous Dynamics. Journal of Positive Management, 6(2), 34–58. https://doi.org/10.12775/JPM.2015.009
Schoeler Fausing Maj, Skriver Joensson Thomas, Lewandowski Joshua, y Bligh Michelle. (2009). Antecedents of shared leadership: Empowering leadership and interdependence. Emerald Insight, 29(5), 494–519. https://doi.org/10.1108/JFM-03-2013-0017
Sharma Payal Nangia y Kirkman Bradley L. (2015). Leveraging Leaders: A Literature Review and Future Lines of Inquiry for Empowering Leadership Research. Group & Organization Management, 40(2), 193–237. https://doi.org/10.1177/1059601115574906
Srivastava Manjari y Vyas Ruta. (2015). Empowering leadership: A study of team leaders and team members. Indian Journal of Industrial Relations, 50(4), 712–717.
Tung Hui-Ling y Chang Yu-Hsuan. (2011). Effects of empowering leadership on performance in management team. Journal of Chinese Human Resources Management, 2(1), 43–60. https://doi.org/10.1108/20408001111148720
Wu Chi-Min y Chen Tso-Jen. (2015). Psychological contract fulfillment in the hotel workplace: Empowering leadership, knowledge exchange, and service performance. International Journal of Hospitality Management, 48, 27–38. https://doi.org/10.1016/j.ijhm.2015.04.008
Wong Humborstad Sut I., Nerstad Chistina G.L y Dysvik Anders. (2014). Empowering leadership, employee goal orientations and work performance. Personnel Review, 43(2), 246–271. https://doi.org/10.1108/PR-01-2012-0008
Zhang Pengcheng y Gheibi Samaneh. (2015). The gloomy picturesque empowering leadership through the lens of work engagement. European Scientific Journal, 11(10), 385–397.
Zhang Xiaomeng y Zhou Jing. (2014). Empowering leadership, uncertainty avoidance, trust, and employee creativity: Interaction effects and a mediating mechanism. Organizational Behavior and Human Decision Processes, 124(2), 150–164. https://doi.org/10.1016/j.obhdp.2014.02.002
Zhu Yu-Qian y Chen Houn-Gee. (2014). Empowering Leadership in R&D Teams: A Closer Look at the Process and Outcomes. The 8th International Conference on Knowledge Management in Organizations. Conference paper. 475–484. https://doi.org/10.1007/978-94-007-7287-8