Mutuality in leader–subordinate empowerment expectation: Its impact on role ambiguity and intrinsic motivation☆

Article history: Received 31 January 2012 Revised 16 January 2013 Accepted 27 January 2013 Available online 7 March 2013 Drawing on leader role set theory,we examine the relationship between the congruence of leaders' and subordinates' empowerment expectations and subordinates' experiences of role ambiguity and intrinsic motivation. Based on cross-level polynomial regression analysis using 168 subordinates and 33 leaders, the results indicated that the relationship between congruence and role ambiguity and intrinsic motivation vary depending on whether leaders misevaluate subordinate empowerment expectations, as well as whether the expectations match. Specifically, subordinates had low role ambiguity and low intrinsic motivation when leaders' and subordinates' empowerment expectations matched at low levels and when leaders underestimated subordinates' empowerment expectations. However, subordinates had low role ambiguity and high intrinsic motivation when expectations matched at high levels. Furthermore, role ambiguity was high and intrinsic motivation was low when the leaders overestimated subordinates' empowerment expectations. Theoretical and practical implications are discussed. © 2013 Elsevier Inc. All rights reserved.