| Structural and psychological empowerment climates, performance, and the moderating role of shared felt accountability: A managerial perspective. | |
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MedLine Citation:
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PMID: 21381808 Owner: NLM Status: Publisher |
Abstract/OtherAbstract:
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The authors proposed and tested a model in which data were collected from managers (n = 539) at 116 corporate-owned quick service restaurants to assess the structural and psychological empowerment process as moderated by shared-felt accountability on indices of performance from a managerial perspective. The authors found that empowering leadership climate positively relates to psychological empowerment climate. In turn, psychological empowerment climate relates to performance only under conditions of high-felt accountability; it does not relate to performance under conditions of low-felt accountability. Overall, the present results indicate that the quick-service restaurant managers, who feel more empowered, operate restaurants that perform better than managers who feel less empowered, but only when those empowered managers also feel a high sense of accountability. (PsycINFO Database Record (c) 2011 APA, all rights reserved). |
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Authors:
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J Craig Wallace; Paul D Johnson; Kimberly Mathe; Jeff Paul |
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Publication Detail:
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Type: JOURNAL ARTICLE Date: 2011-3-7 |
Journal Detail:
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Title: The Journal of applied psychology Volume: - ISSN: 1939-1854 ISO Abbreviation: - Publication Date: 2011 Mar |
Date Detail:
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Created Date: 2011-3-8 Completed Date: - Revised Date: - |
Medline Journal Info:
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Nlm Unique ID: 0222526 Medline TA: J Appl Psychol Country: - |
Other Details:
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Languages: ENG Pagination: - Citation Subset: - |
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From MEDLINE®/PubMed®, a database of the U.S. National Library of Medicine
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