Systematic Literature Review: Empowerment Leadership on Performance
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Oct 17, 2022
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Abstract
One of the factors related to performance is leadership style, which in this study is about empowering leadership. The role of empowering leadership is about how to make an employee become independent and able to lead himself. The purpose of this study was to review systematically the existing research on empowering leadership and its relation to performance. This study is a systematic literature review (SLR) using a research protocol, namely the preferred reporting items for systematic reviews and meta-analyses (PRISMA). This study traced all research related to empowering leadership from 2012 to 2022. In total, 7 of the 39 studies found at Scopus were included in the review. Researchers used The Joanna Briggs Institute (JBI) Critical Appraisal to analyze the quality of the methodology. The findings obtained that empowerment leadership can affect performance and mediated by several factors such as self-efficacy for self-motivation, increasing meaningfulness in the team, seeking feedback behavior, orientation to a need, or through traditional things. The limitation/implication of this research is that scientific publications based on only one database, namely Scopus. This study also offers opportunities for further empirical research, both related to methods, factors that mediate and moderate empowerment leadership related to improving performance.
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How to Cite
Darma Indragiri. (2022). Systematic Literature Review: Empowerment Leadership on Performance. Enrichment : Journal of Management, 12(4), 2863-2871. https://doi.org/10.35335/enrichment.v12i4.673
References
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Ahmed, T., Chaojun, Y., Hongjuan, Y., & Mahmood, S. (2022). The Impact of Empowering Leadership on Job Performance of Higher Education Institutions Employees: Mediating Role of Goal Clarity and Self-Efficacy. Psychology Research and Behavior Management, 15(March), 677–694. https://doi.org/10.2147/PRBM.S357083
Amundsen, S., & Martinsen, Ø. L. (2014). 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
Arnold, J. A., Arad, S., Rhoades, J. A., & Drasgow, F. (2000). The empowering leadership questionnaire: The construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21(3), 249–269. https://doi.org/10.1002/(sici)1099-1379(200005)21:3<249::aid-job10>3.0.co;2-%23
Aryee, S., Kim, T. Y., Zhou, Q., & Ryu, S. (2019). Customer service at altitude: effects of empowering leadership. International Journal of Contemporary Hospitality Management, 31(9), 3722–3741. https://doi.org/10.1108/IJCHM-11-2018-0900
Atmaja, N. P. C. D., & Puspitawati, N. M. D. (2018). Effect of Physical Work Environment Through Productivity Employess Job Satisfaction As An Intervening Variable. International Journal of Business, Economics and Law, 17(5), 98–104.
Fong, K. H., & Snape, E. (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
Ha, V. D. (2020). The impacts of empowerment on the teamwork performance: Evidence from commercial banks in Vietnam. Journal of Asian Finance, Economics and Business, 7(4), 267–273. https://doi.org/10.13106/JAFEB.2020.VOL7.NO4.267
Haque, A. (2020). Strategic HRM and organisational performance: does turnover intention matter? International Journal of Organizational Analysis, 29(3), 656–681. https://doi.org/10.1108/IJOA-09-2019-1877
Hoendervanger, J. G., Van Yperen, N. W., Mobach, M. P., & Albers, C. J. (2019). Perceived fit in activity-based work environments and its impact on satisfaction and performance. Journal of Environmental Psychology, 65(March), 101339. https://doi.org/10.1016/j.jenvp.2019.101339
Ilyas, Y. (2016). Kinerja, teori, penilaian dan pelatihan. Jakarta: BP FKUM UI.
Kim, D., Moon, C. W., & Shin, J. (2018). Linkages between empowering leadership and subjective well-being and work performance via perceived organizational and co-worker support. Leadership and Organization Development Journal, 39(7), 844–858. https://doi.org/10.1108/LODJ-06-2017-0173
Kim, M., Beehr, T. A., & Prewett, M. S. (2018). Employee Responses to Empowering Leadership: A Meta-Analysis. Journal of Leadership and Organizational Studies, 25(3), 257–276. https://doi.org/10.1177/1548051817750538
Kirkman, B. L., & Rosen, B. (1999). Beyond Self-Management: Antecedents and Consequences of Team Empowerment. Academy of Management Journal, 42(1), 58–74. https://doi.org/10.5465/256874
Lee, S., Adair, W. L., & Seo, S. J. (2013). Cultural Perspective Taking in Cross-Cultural Negotiation. In Group Decision and Negotiation (Vol. 22). https://doi.org/10.1007/s10726-011-9272-4
Li, S. L., Huo, Y., & Long, L. R. (2017). Chinese Traditionality Matters: Effects of Differentiated Empowering Leadership on Followers’ Trust in Leaders and Work Outcomes. Journal of Business Ethics, 145(1), 81–93. https://doi.org/10.1007/s10551-015-2900-1
Lisak, A., Harush, R., Icekson, T., & Harel, S. (2022). Team Interdependence as a Substitute for Empowering Leadership Contribution to Team Meaningfulness and Performance. Frontiers in Psychology, 13(February), 1–11. https://doi.org/10.3389/fpsyg.2022.637822
Massoudi, D. A. H., & Hamdi, D. S. S. A. (2017). The Consequence of work environment on Employees Productivity. IOSR Journal of Business and Management, 19(01), 35–42. https://doi.org/10.9790/487x-1901033542
Moola S, Munn Z, Tufanaru C, Aromataris E, Sears K, Sfetcu R, Currie M, Lisy K, Q. R., & Mattis P, M. P. (2020). JBI Critical appraisal checklist for case-control studies. JBI Manual for Evidence Synthesis, 258. Retrieved from https://synthesismanual.jbi.global
Murty, W. A., & Hudiwinarsih, G. (2012). Pengaruh Kompensasi, Motivasi Dan Komitmen Organisasional Terhadap Kinerja Karyawan Bagian Akuntansi (Studi Kasus Pada Perusahaan Manufaktur Di Surabaya). The Indonesian Accounting Review, 2(02), 215. https://doi.org/10.14414/tiar.v2i02.97
Nabawi, R. (2019). Pengaruh Lingkungan Kerja , Kepuasan Kerja dan Beban Kerja Terhadap Kinerja Pegawai. 2(2), 170–183.
Page, M. J., McKenzie, J. E., Bossuyt, P. M., Boutron, I., Hoffmann, T. C., Mulrow, C. D., … Moher, D. (2021). The PRISMA 2020 statement: An updated guideline for reporting systematic reviews. The BMJ, 372. https://doi.org/10.1136/bmj.n71
Phillips, W., Lee, H., Ghobadian, A., O’Regan, N., & James, P. (2015). Social Innovation and Social Entrepreneurship: A Systematic Review. Group and Organization Management, 40(3), 428–461. https://doi.org/10.1177/1059601114560063
Pudiastuti, E. T., & Nugroho, S. H. (2021). Strategies for Improving the Performance of Human Resources Through an Organizational Work Productivity. Journal Asro, 12(01), 98. https://doi.org/10.37875/asro.v12i01.386
Qian, J., Song, B., Jin, Z., Wang, B., & Chen, H. (2018). Linking empowering leadership to task performance, taking charge, and voice: The mediating role of feedback-seeking. Frontiers in Psychology, 9(OCT), 1–11. https://doi.org/10.3389/fpsyg.2018.02025
Rivai, V., & Basri, A. F. M. (2005). Performance Appraisal: Sistem yang tepat untuk menilai kinerja karyawan dan meningkatkan daya saing perusahaan. PT RajaGrafindo Persada.
Robbins, S. P. (2003). Perilaku organisasi.
Sedarmayanti. (2001). Sumber daya manusia dan produktivitas kerja. Bandung: CV. Mandar Maju.
Sharma, P. N., & Kirkman, B. L. (2015). Leveraging Leaders: A Literature Review and Future Lines of Inquiry for Empowering Leadership Research. Group and Organization Management, 40(2), 193–237. https://doi.org/10.1177/1059601115574906
Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465. https://doi.org/10.2307/256865
Srivastava, A., Bartol, K. M., & Locke, E. A. (2006). Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance. Academy of Management Journal, 49(6), 1239–1251. https://doi.org/10.5465/AMJ.2006.23478718
Supomo, I. (2016). Metodologi Penelitian Bisnis : Untuk Akuntansi Dan Manajemen / Nur Indriantoro, Dan Bambang Supomo. BPFE Yogyakarta, 1, 2016.
Viswesvaran, C., & Ones, D. S. (2000). Perspectives on Models of Job Performance. International Journal of Selection and Assessment, 8(4), 216–226. https://doi.org/10.1111/1468-2389.00151
Zhang, X. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Development and Learning in Organizations: An International Journal, 24(5), 4–9. https://doi.org/10.1108/dlo.2010.08124ead.007
Ahmed, T., Chaojun, Y., Hongjuan, Y., & Mahmood, S. (2022). The Impact of Empowering Leadership on Job Performance of Higher Education Institutions Employees: Mediating Role of Goal Clarity and Self-Efficacy. Psychology Research and Behavior Management, 15(March), 677–694. https://doi.org/10.2147/PRBM.S357083
Amundsen, S., & Martinsen, Ø. L. (2014). 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
Arnold, J. A., Arad, S., Rhoades, J. A., & Drasgow, F. (2000). The empowering leadership questionnaire: The construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21(3), 249–269. https://doi.org/10.1002/(sici)1099-1379(200005)21:3<249::aid-job10>3.0.co;2-%23
Aryee, S., Kim, T. Y., Zhou, Q., & Ryu, S. (2019). Customer service at altitude: effects of empowering leadership. International Journal of Contemporary Hospitality Management, 31(9), 3722–3741. https://doi.org/10.1108/IJCHM-11-2018-0900
Atmaja, N. P. C. D., & Puspitawati, N. M. D. (2018). Effect of Physical Work Environment Through Productivity Employess Job Satisfaction As An Intervening Variable. International Journal of Business, Economics and Law, 17(5), 98–104.
Fong, K. H., & Snape, E. (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
Ha, V. D. (2020). The impacts of empowerment on the teamwork performance: Evidence from commercial banks in Vietnam. Journal of Asian Finance, Economics and Business, 7(4), 267–273. https://doi.org/10.13106/JAFEB.2020.VOL7.NO4.267
Haque, A. (2020). Strategic HRM and organisational performance: does turnover intention matter? International Journal of Organizational Analysis, 29(3), 656–681. https://doi.org/10.1108/IJOA-09-2019-1877
Hoendervanger, J. G., Van Yperen, N. W., Mobach, M. P., & Albers, C. J. (2019). Perceived fit in activity-based work environments and its impact on satisfaction and performance. Journal of Environmental Psychology, 65(March), 101339. https://doi.org/10.1016/j.jenvp.2019.101339
Ilyas, Y. (2016). Kinerja, teori, penilaian dan pelatihan. Jakarta: BP FKUM UI.
Kim, D., Moon, C. W., & Shin, J. (2018). Linkages between empowering leadership and subjective well-being and work performance via perceived organizational and co-worker support. Leadership and Organization Development Journal, 39(7), 844–858. https://doi.org/10.1108/LODJ-06-2017-0173
Kim, M., Beehr, T. A., & Prewett, M. S. (2018). Employee Responses to Empowering Leadership: A Meta-Analysis. Journal of Leadership and Organizational Studies, 25(3), 257–276. https://doi.org/10.1177/1548051817750538
Kirkman, B. L., & Rosen, B. (1999). Beyond Self-Management: Antecedents and Consequences of Team Empowerment. Academy of Management Journal, 42(1), 58–74. https://doi.org/10.5465/256874
Lee, S., Adair, W. L., & Seo, S. J. (2013). Cultural Perspective Taking in Cross-Cultural Negotiation. In Group Decision and Negotiation (Vol. 22). https://doi.org/10.1007/s10726-011-9272-4
Li, S. L., Huo, Y., & Long, L. R. (2017). Chinese Traditionality Matters: Effects of Differentiated Empowering Leadership on Followers’ Trust in Leaders and Work Outcomes. Journal of Business Ethics, 145(1), 81–93. https://doi.org/10.1007/s10551-015-2900-1
Lisak, A., Harush, R., Icekson, T., & Harel, S. (2022). Team Interdependence as a Substitute for Empowering Leadership Contribution to Team Meaningfulness and Performance. Frontiers in Psychology, 13(February), 1–11. https://doi.org/10.3389/fpsyg.2022.637822
Massoudi, D. A. H., & Hamdi, D. S. S. A. (2017). The Consequence of work environment on Employees Productivity. IOSR Journal of Business and Management, 19(01), 35–42. https://doi.org/10.9790/487x-1901033542
Moola S, Munn Z, Tufanaru C, Aromataris E, Sears K, Sfetcu R, Currie M, Lisy K, Q. R., & Mattis P, M. P. (2020). JBI Critical appraisal checklist for case-control studies. JBI Manual for Evidence Synthesis, 258. Retrieved from https://synthesismanual.jbi.global
Murty, W. A., & Hudiwinarsih, G. (2012). Pengaruh Kompensasi, Motivasi Dan Komitmen Organisasional Terhadap Kinerja Karyawan Bagian Akuntansi (Studi Kasus Pada Perusahaan Manufaktur Di Surabaya). The Indonesian Accounting Review, 2(02), 215. https://doi.org/10.14414/tiar.v2i02.97
Nabawi, R. (2019). Pengaruh Lingkungan Kerja , Kepuasan Kerja dan Beban Kerja Terhadap Kinerja Pegawai. 2(2), 170–183.
Page, M. J., McKenzie, J. E., Bossuyt, P. M., Boutron, I., Hoffmann, T. C., Mulrow, C. D., … Moher, D. (2021). The PRISMA 2020 statement: An updated guideline for reporting systematic reviews. The BMJ, 372. https://doi.org/10.1136/bmj.n71
Phillips, W., Lee, H., Ghobadian, A., O’Regan, N., & James, P. (2015). Social Innovation and Social Entrepreneurship: A Systematic Review. Group and Organization Management, 40(3), 428–461. https://doi.org/10.1177/1059601114560063
Pudiastuti, E. T., & Nugroho, S. H. (2021). Strategies for Improving the Performance of Human Resources Through an Organizational Work Productivity. Journal Asro, 12(01), 98. https://doi.org/10.37875/asro.v12i01.386
Qian, J., Song, B., Jin, Z., Wang, B., & Chen, H. (2018). Linking empowering leadership to task performance, taking charge, and voice: The mediating role of feedback-seeking. Frontiers in Psychology, 9(OCT), 1–11. https://doi.org/10.3389/fpsyg.2018.02025
Rivai, V., & Basri, A. F. M. (2005). Performance Appraisal: Sistem yang tepat untuk menilai kinerja karyawan dan meningkatkan daya saing perusahaan. PT RajaGrafindo Persada.
Robbins, S. P. (2003). Perilaku organisasi.
Sedarmayanti. (2001). Sumber daya manusia dan produktivitas kerja. Bandung: CV. Mandar Maju.
Sharma, P. N., & Kirkman, B. L. (2015). Leveraging Leaders: A Literature Review and Future Lines of Inquiry for Empowering Leadership Research. Group and Organization Management, 40(2), 193–237. https://doi.org/10.1177/1059601115574906
Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465. https://doi.org/10.2307/256865
Srivastava, A., Bartol, K. M., & Locke, E. A. (2006). Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance. Academy of Management Journal, 49(6), 1239–1251. https://doi.org/10.5465/AMJ.2006.23478718
Supomo, I. (2016). Metodologi Penelitian Bisnis : Untuk Akuntansi Dan Manajemen / Nur Indriantoro, Dan Bambang Supomo. BPFE Yogyakarta, 1, 2016.
Viswesvaran, C., & Ones, D. S. (2000). Perspectives on Models of Job Performance. International Journal of Selection and Assessment, 8(4), 216–226. https://doi.org/10.1111/1468-2389.00151
Zhang, X. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Development and Learning in Organizations: An International Journal, 24(5), 4–9. https://doi.org/10.1108/dlo.2010.08124ead.007