Empowered Managers and Empowered Workers: The Effects of Managerial Support and Managerial Perceived Control on Workers' Sense of Control over Decision Making

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Abstract
In this study, we sought to identify conditions under which workers could experience empowered managers as empowering. Within an organizational context, we defined empowerment as the belief that one has control over decision making. Specifically, we proposed that when workers believe that their managers both have a high level of control over decision making and are supportive, workers will report that they themselves are empowered. We reasoned that managers who exercise power in a supportive manner will be an empowering force for their workers. In support of these hypotheses, we found that it is possible for both workers and supportive managers to enjoy relatively high levels of perceived control over organizational decisions.