Identifying Gaps in Literature Related to Empowering Leadership on Individual Work Performance

Annisa Fajri (PhD Student, Faculty of Economics and Business, Diponegoro University, Semarang)
Suharnomo (Department of Management, Faculty of Economic and Business, University of Muhammadiyah Semarang)
Indi Djastuti (PhD Student, Faculty of Economics and Business, Diponegoro University, Semarang)

International Conference on Economics, Management, Business, and Accounting
Vol 2 No 1 (2025): International Conference on Economics, Management, Business, and Accounting

Empowering leadership is increasingly recognized for enhancing individual work performance by delegating authority, autonomy, and participation in decision making. A synthesis of studies published between 2019 and 2024 indicates generally positive associations—particularly with task and contextual performance—and reduced counterproductive behavior, though effects vary across contexts. Key gaps remain: (1) under-specified mediating mechanisms (e.g., engagement, job crafting, relational energy, psychological empowerment) and their potential serial ordering; (2) insufficient tests of multilevel moderators, including culture, individual differences, job design, and hybrid/remote arrangements; (3) outcome heterogeneity, especially for innovative and adaptive performance and counterproductive behaviors; and (4) methodological issues (measurement invariance, publication bias, and the dominance of cross-sectional designs) that limit causal inference. Priority directions include longitudinal and diary designs, rigorous tests of moderated mediation across industries and cultures, instrument standardization, and identification of optimal empowerment levels to prevent benefits from turning into burden. This research consolidates current evidence and maps a focused research agenda.