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Empowering and Directive Leadership: The Cost of Changing Styles

Author

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  • Smita Mukherjee
  • Zubin R. Mulla

Abstract

We examine the cost of leaders changing between empowering and directive leadership styles on team outcomes. In a laboratory experiment, we collected data from 240 participants in 80 teams. Confederates enacted different leadership styles and led teams of participants in performing a series of tasks. When leaders changed their style from directive to empowering, teams took time to respond in terms of higher satisfaction with leader and affective commitment. However, when leaders changed their style from empowering to directive, the deterioration of satisfaction with leader and reduction in affective commitment were immediate. Moreover, teams of leaders who had been consistently directive showed higher affective commitment as compared to teams of leaders who had a history of being empowering but later shifted to being directive. First time managers can get inputs on how they should enact their leadership style and be aware that switching between styles may impose long-term costs on the team’s affective commitment and satisfaction with the leader.

Suggested Citation

  • Smita Mukherjee & Zubin R. Mulla, 2022. "Empowering and Directive Leadership: The Cost of Changing Styles," Business Perspectives and Research, , vol. 10(2), pages 251-266, May.
    • Handle: RePEc:sae:busper:v:10:y:2022:i:2:p:251-266
    DOI: 10.1177/22785337211008321
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    References listed on IDEAS

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    1. Paul Boselie, 2010. "High performance work practices in the health care sector: a Dutch case study," International Journal of Manpower, Emerald Group Publishing Limited, vol. 31(1), pages 42-58, March.
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    3. Paul Boselie, 2010. "High performance work practices in the health care sector: a Dutch case study," International Journal of Manpower, Emerald Group Publishing Limited, vol. 31(1), pages 42-58, March.
    4. Sims Jr., Henry P. & Faraj, Samer & Yun, Seokhwa, 2009. "When should a leader be directive or empowering? How to develop your own situational theory of leadership," Business Horizons, Elsevier, vol. 52(2), pages 149-158.
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