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(Introduction ?, Key Definitions ?, Key Findings ?, Limitations ??, Future…
Introduction ?
� relationship
? participative leadership and
? employee performance
� Proposes
? a curvilinear (J-shaped) relationship
� Investigates
? leader information sharing and
? mediating role of leadership effectiveness
Key Definitions ?
� Participative Leadership:
? Shared influence and
? joint decision-making
� Information Sharing:
? Degree of openness
? important information
? for decision-making
� Leadership Effectiveness:
? Perceptions
? ability to motivate and
? direct followers
Key Findings ?
� Relationship
? participative leadership and
? performance
? is curvilinear (J-shaped)
� Information sharing
? critical moderator
� Leadership effectiveness
? mediates relationship
? participative leadership and
? employee performance
Limitations ??
� Common method variance
? (supported discriminant validity)
� Correlational design limits
? causal conclusions
� Generalizability concerns
? (studies conducted in China)
Future Research Directions ?
� Investigate
? moderators
? employee attributes
? dispositional factors
� Examine
? performance dimensions
? innovative behavior
� Explore
? cultural factors
? power distance
Practical Implications ??
� Managers
? demonstrate
? sufficient participative leadership to reach performance threshold
� Organizations
? facilitate information sharing
� Training programs
? should emphasize participative leadership and
? information-sharing skills
Core Argument and Hypotheses ?
� Central Argument:
? Relationship
? participative leadership and
? employee performance is
? curvilinear
� Hypotheses:
? H1: Curvilinear relationship
? employee task performance;
? moderate to high levels
� enhance performance
? H2: Information sharing
? moderates the J-shaped link;
? high sharing improves
� performance under participative leadership
? H3: Indirect curvilinear relationship
? objective performance
� through leadership effectiveness
Theoretical Framework ?
� Implicit Leadership Theory:
? Employees
? have schemas of prototypical leader traits
� Adaptive Resonance Theory (ART):
? Matching leadership behaviors
? leads to resonance and
? amplification of leader traits
Study Methodology ??
� Study 1: Office and Call-Center Employees
? Sample: 625 subordinates
? rated by 203 supervisors
? Measures: Participative leadership,
? information sharing,
? task performance
� Study 2: Factory Workers
? Sample: 148 subordinates
? supervised by 19 supervisors
? Measures: Participative leadership,
? information sharing,
? leadership effectiveness
? objective performance
Results ?
� Study 1:
? H1: Not supported
? H2: Supported;
? high information sharing strengthens relationship
� Study 2:
? H3: Supported;
? indirect curvilinear relationship
? through leadership effectiveness
Statistical Analysis ?
� Multilevel modeling
? nested data structure
� Interaction tested
? specific equation involving
? participative leadership and
? information sharing
Participative Leadership and Employee Performance Mind Map ??