Empowering leadership and innovative work behavior: A multilevel analysis of team identification and job performance in the hotel industry of Pakistan

Abstract

This study examines how empowering leadership and team identification influence employees’ innovative work behavior (IWB) and job performance in Pakistan’s hospitality industry. Addressing a gap in hierarchical cultural contexts, it explores the mediating role of team identification and psychological ownership. Time-lagged, multi-level data from 96 supervisors and 418 subordinates were analyzed using Structural Equation Modeling (SEM) via MPlus. Findings reveal that empowering leadership fosters team identity and ownership, enhancing IWB and performance. The study highlights how hierarchical structures affect empowerment strategies, offering insights into leadership practices that drive innovation and competitive advantage in high power-distance organizational settings.