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Abstract
There has been a growing body of literature concerning empowerment in the workplace; however, the study of the complexity surrounding this construct remains in its infancy. During the empowerment process, the managerial role transitions from controlling to influencing in nature. In turn, the subordinate role expands to include more responsibility and accountability for task outcomes. There is little consideration as to the constraints of empowerment, such as role conflict and role ambiguity.
This study examined the relationship between front-line leader behaviors, role stress, and worker perceptions of empowerment. Results of the study indicated that role stress had a negative impact on empowering leadership behaviors and in worker perceptions of empowerment. Leader behaviors were positively related to worker perceptions of empowerment, but the relationship was not significant. Sample size limitations and implications for research and practice were discussed.
