Leader empowering behaviour is an important criterion for leadership effectiveness. However, virtually no research has studied the antecedents of leader empowering behaviour. Therefore, to further our understanding of leadership effectiveness, we need to understand what motivates leaders to behave in certain ways. In two studies, we show how leaders' trust in follower performance and integrity influences leader empowering behaviour, and how this effect is moderated by leader conscientiousness. Study 1 showed that leader empowering behaviour depends not only on the trust leaders have in follower performance and integrity but also on the conscientiousness level of the leader. Study 2 replicated and extended these findings within a different experimental paradigm. We discuss how these findings set the stage for the development of a more comprehensive understanding of the drivers of this important aspect of leadership.

conscientiousness, empowerment, epistemic motivation, gender, integrity, leadership, trust
Firm Objectives, Organization, and Behavior (jel L2), Business Administration and Business Economics; Marketing; Accounting (jel M), Business Administration: General (jel M10), Personnel Management (jel M12)
dx.doi.org/10.1111/j.1467-8551.2010.00703.x, hdl.handle.net/1765/22558
ERIM Article Series (EAS)
British Journal of Management: an international forum advancing theory and research
Erasmus Research Institute of Management

Hakimi, N.A, van Knippenberg, D.L, & Giessner, S.R. (2010). Leader Empowering Behaviour: The Leader's Perspective. British Journal of Management: an international forum advancing theory and research, 21(3), 701–716. doi:10.1111/j.1467-8551.2010.00703.x