Impactof Empowering Leadership On Knowledge Team Performance

For many organizations,the most important factors of production in the 21 st century are knowledge,and knowledge creation,utilization and value-added are done by knowledge workers,so knowledge workers become the most valuable asset of the organization.Many organizations take the form of a team to manage knowledge workers,so how to improve the performance of a knowledge team have become one of the most concerned issues for organizations,one of the approach is empowering leadership.The existing research aboutempowering leadership is mainly from two perspectives: structuralempowermentperspective and psychological empowerment perspective.Empowering leadership under theperspective of structuralempowerment refers to the act of directly granting power to subordinates.Empowering leadershipunder the perspective of psychological empowerment refers to a series of actions to enhance the intrinsic motivation of subordinates.,not including granting power to subordinates..For the knowledge team,the latter is more operable and more motivated.This paper focusing on the perspective of psychological empowerment,mainly studies:(1)the influence of empowering leadership on the performance of knowledge teams and the mediating role of team learning in the process;(2)Regulatory role of the complexity of team tasks in the process ofempowering leadership affects knowledge team performance.We use the knowledge team in the Xi'an area(30 R&D team,30 university research team),180 knowledge team members as a sample,using the hierarchical regression analysis to verify the relevant assumptions.Through the empirical analysis,the following conclusions are drawn:(1)Empowering leadership has a significant positively effect on knowledgeteamperformance.Specifically,emphasizing the meaningfulness ofwork has a significant positively effect on knowledge team performance,and expressing confidence in high performance to team members have a significant positively impact on knowledge team performance,and team leaders providing autonomy from bureaucratic constraints has a significant positively effect on knowledge team performance.(2)team learning is a intermediary role in the relationship between the empoweringleadership and knowledge team performance.Specifically,team communication plays a central role in the relationship between expressing confidence in high performance to team members and knowledge team performance;team reflection plays a central role in the relationship between emphasizing job sense and knowledge team performance;team reflection plays an intermediary effect in the relationship between expressing confidence in high performance to team members and knowledge team performance.Providing autonomy to reduce the role of bureaucratic control on the performance of knowledgeteam is partly achieved through team reflection,and the proportion of intermediary effect is 25.76%(3)The complexity of team tasks plays a regulatory role in the relationship between empowering leadership and knowledge team performance.Specifically,the complexity of team tasks plays a negatively regulatory role in the relationship between emphasizing on the meaning of the workand knowledge team performance.the complexity of team tasks plays a positively regulatory role in the relationship betweenexpressing confidence in high performance to team members and knowledge team performance.