Influence Mechanism of Empowering Leadership-employee Empowering Perception Matching on Task Performance
The relationship between empowering leader-employee perception matching and task performance is explored from the perspective of leader-employee matching,grounded in the leader-member exchange theory.A total of 261 pairs of leader-subordinate matching data were analyzed through the application of polynomial regression,response surface analysis,and block variable analysis.The results indicate that a closer alignment between empowering leadership and employees'perception of empowering positively correlates with subordinate task performance.Specifically,in cases of consistent matching,the combination of high empowering leadership and high employee empowering perception leads to superior task performance,compared to scenarios that both of them are low.Conversely,in cases of inconsistent matching,a mismatch where high empowering leadership is paired with low employee empowering perception results in higher task performance.The leader-member exchange relationship plays a partial mediating role in the influence of the matching of empowering leader-employee empowering perception on task performance.Additionally,workplace status is found to moderate the relationship between LMX and task performance.Insights into the reasons for heterogeneity in leadership empowerment effects are gained from a matching perspective.Matching research is enriched in the context of empowering leadership effectiveness and a more comprehensive perspective is provided for future research on empowering leadership.
NETL
NSTL
万方数据
