Empowering leadership styles in cross-cultural situations | The Oxford Review

Empowering leadership styles in cross-cultural situations

Research Briefing

Keywords: empowering leadership, leadership, leadership style, cross-cultural leadership, leadership development

Empowering leadership refers to leadership behaviours that are primarily focused on delegating authority to employees and promoting self-directed and autonomous decision-making, coaching, knowledge sharing and a coaching /facilitative style of leadership.

Whilst the empowering leadership style has been found in a number of previous studies to be a distinct form of leadership, and differentiated from transformational, transactional, and laissez-faire leadership, it is, however, considered to be part of the servant leadership ‘family’.

The aim of an empowering leadership style is to transfer power and decision-making to subordinates as much as possible whilst providing support to ensure that employees are equipped to be able to take on the responsibilities to make the decisions they need to make.

This study looked at how an empowering leadership in different cultural situations. This research briefing will be really useful for anyone engaged in leadership, leadership development and cultural organisational development and change.

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.

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