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Social Learning in Empowering Leadership: A Moderated Mediation Analysis

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  • Gukdo Byun

    (School of Business, Chungbuk National University, Chungdae-ro, Seowon-gu, Cheongju 28644, Korea)

  • Soojin Lee

    (College of Business, Chonnam National University, Administration 77, Yongbong-ro, Buk-gu, Gwangju 61186, Korea)

Abstract

This study suggests a comprehensive social learning model of empowering leadership by focusing on the antecedents and processes of empowering leadership. Data were obtained from subordinate–supervisor dyads from the South Korean Army. The results support the social learning of empowering leadership. Specifically, the empowering leadership of high-level leaders facilitates that of low-level leaders, and this relationship is mediated by leader-leader exchange (LLX). Additionally, the results confirm the existence of a moderated mediation relationship among the constructs of interest; that is, the exchange ideology of low-level leaders moderates the relationship between LLX and their empowering leadership, such that the relationship is stronger when the exchange ideology is weak rather than strong. Thus, a weak exchange ideology strengthens the indirect effects of the empowering leadership of high-level leaders on that of low-level leaders through LLX. Theoretical and practical implications are also discussed.

Suggested Citation

  • Gukdo Byun & Soojin Lee, 2021. "Social Learning in Empowering Leadership: A Moderated Mediation Analysis," Sustainability, MDPI, vol. 13(18), pages 1-14, September.
    • Handle: RePEc:gam:jsusta:v:13:y:2021:i:18:p:10137-:d:632747
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    References listed on IDEAS

    as
    1. Byun, Gukdo & Karau, Steven J. & Dai, Ye & Lee, Soojin, 2018. "A three-level examination of the cascading effects of ethical leadership on employee outcomes: A moderated mediation analysis," Journal of Business Research, Elsevier, vol. 88(C), pages 44-53.
    2. Zhang, Xiaomeng & Zhou, Jing, 2014. "Empowering leadership, uncertainty avoidance, trust, and employee creativity: Interaction effects and a mediating mechanism," Organizational Behavior and Human Decision Processes, Elsevier, vol. 124(2), pages 150-164.
    3. Yucheng Zhang & Timothy C. Bednall, 2016. "Antecedents of Abusive Supervision: a Meta-analytic Review," Journal of Business Ethics, Springer, vol. 139(3), pages 455-471, December.
    4. Mayer, David M. & Kuenzi, Maribeth & Greenbaum, Rebecca & Bardes, Mary & Salvador, Rommel (Bombie), 2009. "How low does ethical leadership flow? Test of a trickle-down model," Organizational Behavior and Human Decision Processes, Elsevier, vol. 108(1), pages 1-13, January.
    5. Takeuchi, Riki & Yun, Seokhwa & Wong, Kin Fai Ellick, 2011. "Social influence of a coworker: A test of the effect of employee and coworker exchange ideologies on employees' exchange qualities," Organizational Behavior and Human Decision Processes, Elsevier, vol. 115(2), pages 226-237, July.
    6. van Dijke, Marius & De Cremer, David & Mayer, David M. & Van Quaquebeke, Niels, 2012. "When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models," Organizational Behavior and Human Decision Processes, Elsevier, vol. 117(2), pages 235-248.
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