Empowering Leadership as Uncertainty Reduction: Dual Dyadic Pathways to Employee Procrastination and Leader Monitoring = 임파워링 리더십의 불확실성 감소 효과: 직원 미루기 행동과 리더 모니터링의 이중 경로

다국어 초록 (Multilingual Abstract)

Empowering leadership is widely recognized for its beneficial effects, yet the psychological process through which it shapes both leader and employee outcomes from a dyadic perspective remains underexplored. Building on uncertainty reduction theory, we develop a dual pathway to examine how empowering leadership influences uncertainty for both parties in the leader-employee relationship. Using a three-wave dyadic design, our findings reveal that empowering leadership reduces employee uncertainty, thereby lowering their procrastination, and similarly decreases leaders’ uncertainty, which in turn reduces their monitoring behavior. Although we incorporated the approach-avoidance framework to examine potential moderating effects, the results were nonsignificant. Overall, this study advances a dyadic understanding of empowering leadership, demonstrating how empowerment shapes uncertainty – and how uncertainty translates into distinct behavioral responses for leaders and employees.

국문 초록 (Abstract)

임파워링 리더십은 조직 내 구성원의 긍정적 효과를 일으키는 리더십으로 널리 주목받아 왔으나, 리더와 구성원을 동시에 고려한 연구는 충분히 탐색되지 않았다. 본 연구는 불확실성 감소 이론 (uncertainty reduction theory)에 근거하여, 임파워링 리더십이 리더-구성원 관계에서 양측의 불확실성에 어떠한 영향을 미치는지를 이중 경로 관점에서 분석하였다. 3시점 종단적, 양자적 연구 설계를 활용하여 분석한 결과, 임파워링 리더십은 구성원의 불확실성을 감소시켜 그들의 과업 지연 (procrastination)을 낮추는 것으로 나타났다. 동시에 리더의 불확실성 또한 감소시키며, 이는 리더의 모니터링 행위를 줄이는 것으로 이어졌다. 추가적으로 접근-회피 성향(approach-avoidance orientation)의 조절 효과를 검증하였으나, 유의한 효과는 발견되지 않았다. 본 연구는 임파워링 리더십이 리더와 구성원 모두의 불확실성에 미치는 영향을 규명함으로써, 임파워링 리더십의 심리적 메커니즘을 양자적 관점에서 심층적으로 이해하고자 한다.

목차 (Table of Contents)

• Chapter 1. Introduction 1
• Chapter 2. Theoretical Background 5
• 2.1. Uncertainty Reduction Theory 5
• 2.1.1. Basic Concepts 5
• 2.1.2. Uncertainty Reduction Theory
• in Organizational Settings 7
• 2.2. Empowering Leadership 9
• 2.2.1. Basic Concepts 9
• 2.2.2. Organizational Effectiveness of Empowering Leadership 9
• 2.3. Uncertainty 12
• 2.3.1. Basic Concepts 12
• 2.3.2. Uncertainty in Workplace 13
• 2.4. Approach and Avoidance Orientation 14
• 2.4.1. Basic Concepts 14
• 2.4.2. Approach and Avoidance Orientation in the Workplace 15
• 2.5. Procrastination 17
• 2.5.1. Basic Concepts 17
• 2.5.2. Procrastination in the Workplace 18
• 2.6. Monitoring 20
• 2.6.1. Basic Concepts 20
• 2.6.2. Organizational Effectiveness of Monitoring 20
• Chapter 3. Hypothesis Development 22
• 3.1. Empowering Leadership and its Effects on Employees 22
• 3.1.1. Empowering Leadership and Employee Uncertainty 22
• 3.1.2. Employee Uncertainty and Procrastination 23
• 3.2. Empowering Leadership and its Effects on Leaders 26
• 3.2.1. Empowering Leadership and Leader Uncertainty 26
• 3.2.2. Leader Uncertainty and Monitoring 28
• 3.3. Moderating Effect of Approach and Avoidance Orientation 30
• 3.3.1. Approach-Orientation 31
• 3.3.2. Avoidance-Orientation 35
• Chapter 4. Measures 41
• 4.1. Research Design 41
• 4.2. Data Collection Procedures 41
• 4.3. Measures 44
• 4.3.1. Empowering Leadership 44
• 4.3.2. Uncertainty 44
• 4.3.3. Approach and Avoidance Orientation 45
• 4.3.4. Procrastination 45
• 4.3.5. Monitoring 45
• 4.3.6. Control Variables 46
• 4.4. Analytical Procedures 46
• Chapter 5. Results 48
• 5.1. Descriptive Statistics and Correlations 48
• 5.2. Hypothesis Testing 50
• 5.3. Supplementary Analysis 58
• Chapter 6. Discussion 62
• 6.1. Summary of Major Findings 62
• 6.2. Theoretical and Practical Implications 66
• 6.3. Limitation and Future Research 69
• Bibliography 71
• Survey Items 94
• Abstract in Korean 99