Organization Management Journal
Article Title
Abstract
This study explores the role of manager and employee preference for managerial boundary setting in empowerment. Research has shown a clear relationship between managers’ empowerment practices and employee psychological empowerment, but confusion persists in the empowerment literature about the role played by boundaries in creating empowerment. We add clarity to the role of boundary setting by considering how the individual difference variable of manager and employee preference for managerial boundary setting impacts empowerment. Results indicate that higher preference for managerial boundary setting was associated with greater utilization of empowerment practices by managers and with greater psychological empowerment of employees. For managers there was a positively-accelerating quadratic relationship between preference for managerial boundary setting and empowerment practices. We also confirm the positive relationship between managers’ empowerment practices and employee psychological empowerment, and we found that employee preference for boundary setting did not moderate this relationship, except in the model for competence.
Recommended Citation
Kemery, Edward R.; Randolph, W. Alan; and Stickney, Lisa T.
(2014)
"Preference for Managerial Boundary Setting in Relation
to Empowerment: Adding Clarity to the Role of Boundaries,"
Organization Management Journal: Vol. 11:
Iss.
4, Article 3.
Available at:
https://scholarship.shu.edu/omj/vol11/iss4/3