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Original Article

A Social Learning Perspective on the Trickle-Down of Psychological Empowerment from Supervisor to Subordinate

Published Online:April 19, 2021https://doi.org/10.1026/0932-4089/a000358

Abstract

Abstract. Because of its relevance for organizations and their employees, psychological empowerment (PE) has received a great deal of attention in research and practice. Supervisors play an important role in the promotion of subordinates’ PE. In the present article, and on the basis of social learning theory, we examine how the supervisor’s perceived and self-reported PE influence the subordinate’s PE. The results of two multi-wave studies involving more than 1,000 participants suggest that the supervisor’s perceived PE can predict the subordinate’s PE. The supervisor’s self-reported PE did not affect the subordinate’s PE: PE does not seem to trickle down from supervisor to subordinate. The relationship between the supervisor’s perceived PE and the subordinate’s PE was stronger when trust in the supervisor was higher. Supervisors who want to promote subordinates’ PE through modeling should therefore ensure that they are perceived as psychologically empowered and invest in relationships of trust with their subordinates.


Die Übertragung von psychologischem Empowerment von Vorgesetzten auf ihre Untergebenen aus Sicht des sozialen Lernens

Zusammenfassung. Aufgrund seiner Relevanz für Unternehmen und deren Beschäftigte findet psychologisches Empowerment (PE) große Beachtung in Forschung und Praxis. Bei der Förderung von PE nehmen Vorgesetzte eine wichtige Rolle ein. In diesem Artikel untersuchen wir ausgehend von der Theorie des sozialen Lernens, wie sich das wahrgenommene und das selbstberichtete Vorgesetzten-PE auf das Mitarbeitenden-PE auswirken. Die Ergebnisse aus zwei mehrwelligen Studien mit mehr als 1 000 Studienteilnehmenden deuten darauf hin, dass das von Mitarbeitenden wahrgenommene Vorgesetzten-PE das Mitarbeitenden-PE vorhersagen kann. Das selbstberichtete Vorgesetzten-PE hatte keine Auswirkungen auf das Mitarbeitenden-PE: PE scheint sich nicht von den Vorgesetzten auf die Mitarbeitenden zu übertragen. Der Zusammenhang zwischen wahrgenommenem Vorgesetzten-PE und Mitarbeitenden-PE war stärker, wenn das Vertrauen in die Vorgesetzten höher war. Vorgesetzte, die durch ihre Vorbildfunktion das PE ihrer Mitarbeitenden fördern möchten, sollten daher sowohl darauf achten, dass sie als psychologisch empowert wahrgenommen werden als auch in vertrauensvolle Beziehungen zu ihren Mitarbeitenden investieren.

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