TY - JOUR
T1 - The empowering potential of intergroup leadership
T2 - How intergroup leadership predicts psychological empowerment through intergroup relational identification and resources
AU - van der Stoep, Joost
AU - Sleebos, Ed
AU - van Knippenberg, Daan
AU - van de Bunt, Gerhard
N1 - © 2020 The Authors. Journal of Applied Social Psychology published by Wiley Periodicals LLC
PY - 2020
Y1 - 2020
N2 - As work increasingly transcends organizational boundaries, employee psychological empowerment benefits from resources provided by others outside of the employee's own team, department, or organization. These intergroup collaborations, however, may be inhibited by social identity and social categorization processes, so that the empowerment potential of these relations remains largely untapped. In this study (N = 213), we demonstrate that intergroup leadership is linked to employee psychological empowerment via intergroup relational identification and access to resources. In this way, this study demonstrates the empowering potential of intergroup leadership and intergroup relational identification for employees who collaborate across group barriers. We finish this paper by discussing the main implications for both empowerment and intergroup leadership theory, suggesting fruitful avenues for future research and highlighting the practical value for those who are motivated to increase psychological empowerment among boundary-spanning employees.
AB - As work increasingly transcends organizational boundaries, employee psychological empowerment benefits from resources provided by others outside of the employee's own team, department, or organization. These intergroup collaborations, however, may be inhibited by social identity and social categorization processes, so that the empowerment potential of these relations remains largely untapped. In this study (N = 213), we demonstrate that intergroup leadership is linked to employee psychological empowerment via intergroup relational identification and access to resources. In this way, this study demonstrates the empowering potential of intergroup leadership and intergroup relational identification for employees who collaborate across group barriers. We finish this paper by discussing the main implications for both empowerment and intergroup leadership theory, suggesting fruitful avenues for future research and highlighting the practical value for those who are motivated to increase psychological empowerment among boundary-spanning employees.
U2 - 10.1111/jasp.12707
DO - 10.1111/jasp.12707
M3 - Article
SN - 0021-9029
VL - 50
SP - 709
EP - 719
JO - Journal of Applied Social Psychology
JF - Journal of Applied Social Psychology
IS - 12
ER -