There are conflicting views about the consequence of empowering leadership.\nTo further explain the inconsistencies in existing studies, our study bases on\nthe cognitive appraisal theory of stress and the transactional model of stress,\ndiscussing the indirect effect of employeeâ??s stressor appraisal to empowering\nleadership (as challenge stressors or hindrance stressors) between empowering\nleadership and employeeâ??s behaviors (citizenship and incivility), and the\nregulatory effect of employeeâ??s proactive personality. It reveals the double-edged\nsword effect of empowering leadership. In our study, a questionnaire survey\nwas conducted with 234 employees as samples and the collected data were statistically\nanalyzed. The results show that empowering leadership positively\naffects employeesâ?? citizenship through the challenge stressors, and positively\naffects employeesâ?? incivility through the hindrance stressors. Moreover, the\nrelationship between empowering leadership and challenge stressors will be\nstronger when employeesâ?? proactive personality was high. And the relationship\nbetween empowering leadership and hindrance stressors will be stronger\nwhen employeesâ?? proactive personality was low. Finally, implications for theory\nand research are provided.
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