An examination of mediating and moderating processes of delegation and directive leadership

Abstract

Although considerable research has examined the effectiveness of various leadership behaviors, leadership research 'has paid little attention to understanding the intervening mechanisms by which leaders influence followers' attitudes and behaviors (Lord & Brown, 2001: 133). Moreover, despite the emphasis given to examining the effect of cultural values in the leadership literature (Gelfand, Erez & Aycan, 2007; Hofstede, 1983), researchers often adopt a US perspective in examining leadership behaviors, and hence practitioners face difficulties when applying these practices in other cultural contexts (Pellegrini & Scandura, 2006). Therefore, it is necessary to investigate the mechanisms that explain the effects of leadership behaviors and the conditions under which they are more effective. In the current thesis, I proposed and tested two research models related to two leadership behaviors, delegation and directive leadership. In the first model, using the psychological ownership theory, I developed and tested a model linking delegation with felt responsibility and proactive behavior through psychological ownership towards the organization. Power distance was also hypothesized as a moderator. In the second model, I integrated the role theory and the self-efficacy theory to develop a model that examined role clarity and role-related self-efficacy as mediators between directive leadership and job performance and satisfaction. Power distance and uncertainty avoidance were also proposed as moderators. Data were gathered from an oil company operating in Sultanate of Oman. A total number of 201 employee questionnaires and 96 supervisor questionnaires were used for data analysis for both models. Structural equation modeling with LISREL 8.7 and moderated regression analysis with SPSS 18 were used to test the hypotheses proposed in the two models. The results of the study revealed that delegation positively predicted felt responsibility, which was fully mediated by psychological ownership. Delegation also positively predicted proactive behavior, partially mediated by psychological ownership. Moreover, power distance negatively moderated the relationship between delegation and psychological ownership. Additionally, the findings showed that directive leadership positively related to role clarity. Moreover, the effect of directive leadership on role clarity was higher for employees scoring high in power distance. The findings also demonstrated that role clarity positively contributed to employees' role-related self-efficacy beliefs. Further, this relationship was stronger for those employees scoring high in uncertainty avoidance. As to mediation, role clarity mediated the relationship between directive leadership and role-related self-efficacy. Similarly, role-related self-efficacy mediated the relationship between role clarity and job satisfaction, but failed to mediate the relationship between role clarity and job performance. Theoretical and practical implications of the findings are discussed in addition to limitations and recommendations for future research. Show more