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Authors
Affiliations
1 School of Business Management, NMIMS University, Mumbai, IN
2 Mumbai, IN
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 50, No 4 (2015), Pagination: 696-712
Abstract
This study attempts to explore some of the antecedents of empowering behavior of team leaders both from leaders' and their subordinates' perspectives. Data were collected from 240 respondents working in professionally run organizations of Indian origin as well as multi-national companies. The study employing multivariate data analysis revealed that leaders' organization based self esteem and global self esteem impact their empowering behavior towards subordinates and this relationship is further moderated by organization culture. The relation between task characteristics and members' readiness was not moderated by culture. The finding from this research may be utilized to develop leaders who empower their teams such that they act as leaders themselves and become stimulants for the growth of organizations.
