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Psychological empowerment in the workplace: reviewing the empowerment effects on critical work outcomes


  • Koen Dewettinck


  • Jagdi Singh
  • Dirk Buyens

    () (Vlerick Leuven Gent Management School)


This paper reviews theory and empirical findings on the effects of empowerment in the workplace. Data from existing studies is used to assess the effects of the four empowerment dimensions on affective and behavioral employee responses. Data is reanalyzed using hierarchical regression analysis. Confirming growing skepticism among practitioners and academics, this study indicates that empowerment practices result in more satisfied and committed, but not necessarily better performing employees. Furthermore, it is shown that there is a differential impact of the distinct empowerment dimensions on employee performance levels. Theoretical and practical implications are discussed.

Suggested Citation

  • Koen Dewettinck & Jagdi Singh & Dirk Buyens, 2003. "Psychological empowerment in the workplace: reviewing the empowerment effects on critical work outcomes," Vlerick Leuven Gent Management School Working Paper Series 2003-29, Vlerick Leuven Gent Management School.
  • Handle: RePEc:vlg:vlgwps:2003-29

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    References listed on IDEAS

    1. Ashforth, Blake E., 1989. "The experience of powerlessness in organizations," Organizational Behavior and Human Decision Processes, Elsevier, vol. 43(2), pages 207-242, April.
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    Cited by:

    1. Ferit ÖLÇER, 2015. "Mediating effect of job satisfaction in the relationship between psychological empowerment and job performance," Theoretical and Applied Economics, Asociatia Generala a Economistilor din Romania - AGER, vol. 0(3(604), A), pages 111-136, Autumn.
    2. repec:rom:bemann:v:5:y:2015:i:1:p:5-32 is not listed on IDEAS
    3. repec:agr:journl:v:3(604):y:2015:i:3(604):p:111-136 is not listed on IDEAS

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    Employee Empowerment; Employee Performance;


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