Social learning in empowering leadership: A moderated mediation analysis

Abstract

This study suggests a comprehensive social learning model of empowering leadership by focusing on the antecedents and processes of empowering leadership. Data were obtained from subordinate–supervisor dyads from the South Korean Army. The results support the social learning of empowering leadership. Specifically, the empowering leadership of high-level leaders facilitates that of low-level leaders, and this relationship is mediated by leader-leader exchange (LLX). Additionally, the results confirm the existence of a moderated mediation relationship among the constructs of interest; that is, the exchange ideology of low-level leaders moderates the relationship between LLX and their empowering leadership, such that the relationship is stronger when the exchange ideology is weak rather than strong. Thus, a weak exchange ideology strengthens the indirect effects of the empowering leadership of high-level leaders on that of low-level leaders through LLX. Theoretical and practical implications are also discussed.