The empowering leadership literature supports that empowering team members can result in a host of positive outcomes for work teams. These findings, however, largely assume that leaders uniformly empower their followers and overlook the potential consequences when leaders differentially empower members of the same team. In this study, we develop a theoretical model to delineate how and when differentiated empowering leadership affects team task performance. Drawing from social comparison theory, we position differentiated empowering leadership as adversely affecting team information sharing and subsequent team task performance. Moreover, we propose the indirect effect of differentiated empowering leadership on team task performance via team information sharing is conditional on organizational tenure diversity. To test our proposed model, we conducted a three-wave field study with 74 teams and their leaders from 17 South Korean firms. The results suggest that differentiated empowering leadership negatively affects team task performance through reduced team information sharing. This negative indirect effect was stronger in teams where organizational tenure diversity was low, compared with when it was high. The conclusions drawn from our research can help managers, HR professionals, and leadership coaches better understand and manage the complexities of empowering leadership to enhance team effectiveness.

中文翻译：

---

当差异化授权领导损害团队绩效时：信息共享和任期多样性的作用


赋能领导力文献支持授权团队成员可以为工作团队带来许多积极的结果。然而，这些发现在很大程度上假设领导者一致地赋予他们的追随者权力，而忽视了当领导者对同一团队的成员进行差异化授权时的潜在后果。在这项研究中，我们开发了一个理论模型来描述差异化授权领导如何以及何时影响团队任务绩效。借鉴社会比较理论，我们将差异化授权领导定位为对团队信息共享和随后的团队任务绩效产生不利影响。此外，我们提出通过团队信息共享对团队任务绩效的差异化授权领导的间接影响是以组织任期多样性为条件的。为了测试我们提出的模型，我们对来自 17 家韩国公司的 74 个团队及其领导者进行了三波实地研究。结果表明，差异化授权领导通过减少团队信息共享对团队任务绩效产生负面影响。与组织任期多样性高时相比，这种负面间接影响在组织任期多样性低的团队中更强。从我们的研究中得出的结论可以帮助管理者、人力资源专业人士和领导力教练更好地理解和管理赋予领导力以提高团队效率的复杂性。