Negative Influences of Differentiated Empowering Leadership on Team Members’ Helping Behaviors: The Mediating Effects of Envy and Contempt

Figures & data

Figure 1 Proposed research model.

Notes: A solid arrow indicates a direct relationship, and dotted arrows indicate indirect relationships.

Table 1 Descriptive Statistics, Reliabilities, and Correlations in Study 1

Variables	Mean	SD	Correlations
			1	2	3	4	5	6	7
1. Age	26.65	7.38	—
2. Gender	0.59	0.49	–0.05	—
3. Tenure	1.35	1.42	0.16*	–0.08	—
4. Education	2.29	0.92	–0.17*	0.06	0.08	—
5. Perceived empowering leadership	4.26	1.32	–0.09	0.06	–0.01	0.34**	(0.90)
6. Differentiated empowering leadership	0.27	0.14	0.03	0.07	–0.05	–0.25**	–0.48**	—
7. Helping behaviors	5.63	0.89	0.11	–0.24**	0.05	0.19**	0.16*	–0.29**	(0.89)

Notes: N = 44 at the team level; N = 212 at the individual level; Reliabilities are in parentheses on the diagonal; * p < 0.05; ** p < 0.01.

Table 2 Hierarchical Linear Modeling Results in Study 1

Variables	Helping Behaviors
	Model 1	Model 2
Intercept	5.64***	5.64***
Control variables
Age	–0.03	–0.00
Gender	0.14	0.14*
Tenure	–0.01	–0.01
Education	0.02	0.02
Perceived empowering leadership	0.00	0.00
Independent variable
Differentiated empowering leadership		–0.23*
Pseudo R^2	0.05	0.06

Notes: N = 44 at the team level; N = 212 at the individual level; * p < 0.05; *** p < 0.001.