DOI: 10.5176/2251-2349_HRMPD14.08
Authors: Hui-Ling Tung
Abstract: Empowerment has become increasingly popular because of the reputed ability to leverage knowledge and help an organization more competitive. The medical team member who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in this area by interacting on an ongoing basis, could contribute to the desired outcomes for organization rests on how member is encouraged and empowered. The present study examined whether knowledge sharing and psychological empowerment correlated positively with team work outcomes (in-role task performance and on extra-role organizational citizenship behavior). A total of 67 medical teams and 244 team members from teaching hospital in Taiwan. Constructs with different sources (e.g., team members rated their perceived empowering leadership, psychological empowerment, and knowledge sharing, while team leaders rated their members’ task performance and organizational citizenship behavior) in order to reduce the possibility of same source bias was measured. This study provided the theoretical and methodological contributions to identify the significance of empowering leadership positively related to psychological empowerment; psychological empowerment positively related to knowledge sharing, which in turn increases the likelihood of task performance, but not of extra-role organizational citizenship behavior. The practical contributions were also discussed as important references for health care service organizations.
Keywords: empowering leadership; psychological empowerment; knowledge sharing; team performance
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