Abstract:

This study aims to create an integrated framework for empowerment by investigating the relation between leader’s empowering behaviour and employee’s perception of pyschological empowerment and examines the relation between those two empowerment construct with the moderation role of cultural dimensions by investigating the response of participants from different countries. The sample of this study includes 238 managers and employees of a multinational company. The evaluation of responses indicates that power distance has a moderating role between leader’s empowering behavior and employees’ pyschological empowerment perception while the other cultural variables do not have

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