Different Strokes for Different Folks: The Impact of Sex Dissimilarity in the Empowerment-Performance Relationship

Derek R. Avery, Mo Wang, Sabrina D. Volpone, Le Zhou

Research output: Contribution to journalArticlepeer-review

20 Scopus citations

Abstract

Organizations often utilize empowerment as a way to bolster performance. It is largely assumed, however, that its impact in this capacity is equivalent across organizational members. We tested this notion within a sample of 420 employees belonging to 75 teams in a Chinese organization and found that team empowerment related positively to supervisor-rated in-role and self-rated extra-role performance through its effect on individual psychological empowerment. More important, employee-coworker demographic dissimilarity moderated both stages of this indirect relationship. Specifically, when employee-coworker sex dissimilarity was higher, the following relationships were attenuated: (a) team empowerment-individual empowerment, (b) individual empowerment-in-role performance, and (c) individual empowerment-extra-role performance. Collectively, the results illustrate that the impact of empowerment is contingent upon demographic dissimilarity.

Original languageEnglish (US)
Pages (from-to)757-784
Number of pages28
JournalPersonnel Psychology
Volume66
Issue number3
DOIs
StatePublished - Sep 1 2013

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