#9539. Too little and too much authority sharing: Differential relationships with psychological empowerment and in-role and extra-role performance

September 2026publication date
Proposal available till 11-05-2025
4 total number of authors per manuscript0 $

The title of the journal is available only for the authors who have already paid for
Journal’s subject area:
Sociology and Political Science;
Organizational Behavior and Human Resource Management;
Psychology (all);
Applied Psychology;
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Abstract:
Consultation and delegation are essential behaviors by which leaders share authority with employees, and they historically are expected to positively influence employees psychological empowerment and produce desirable behaviors. This study builds on notions of “rhetorical” versus “deep” authority sharing and the too-much-of-a-good-thing frameworkto challenge these conventional expectations. Despite the tendency of extant empowerment research to treat consultation and delegation as interchangeable, we propose that differences (a) in the nature and amount of authority that each devolves to employees and (b) in the scope of decisions with which they are used (i.e., job-focused and job-spanning) lead to differential relationships with psychological empowerment that are in turn transmitted to employee behaviors.
Keywords:
authority sharing; consultation; delegation; extra-role performance; in-role performance; psychological empowerment

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