• J Craig Wallace, Paul D Johnson, Kimberly Mathe, and Jeff Paul.
• Spears School of Business, Oklahoma State University, 700 North Greenwood, Tulsa, OK 74133, USA. craig.wallace@okstate.edu
• J Appl Psychol. 2011 Jul 1; 96 (4): 840-50.

AbstractThe authors proposed and tested a model in which data were collected from managers (n = 539) at 116 corporate-owned quick service restaurants to assess the structural and psychological empowerment process as moderated by shared-felt accountability on indices of performance from a managerial perspective. The authors found that empowering leadership climate positively relates to psychological empowerment climate. In turn, psychological empowerment climate relates to performance only under conditions of high-felt accountability; it does not relate to performance under conditions of low-felt accountability. Overall, the present results indicate that the quick-service restaurant managers, who feel more empowered, operate restaurants that perform better than managers who feel less empowered, but only when those empowered managers also feel a high sense of accountability.

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