Empowerment and Coworker Response to Leader Tactic and Organizational Hope

Socio-cognitive approaches to leadership study remain the frontrunner in research; this study presents a model, which shows the quality of coworker exchange and organizational hope significantly influence workplace empowerment. The mode clearly presents the power of reciprocal behavior from leader influence tactic and statistical significance of coworker exchange quality, which responds as an influence multiplier for organizational hope. The follower’s perception of a leader is shown to affect the characterization image held by the follower and the conclusions drawn of the leader and by the leader. The nature of leadership is analyzed to reveal an environment type that is conducive to workplace empowerment so that work is optimized and goals exceeded. Coworker social exchange is poised through the studied model as a cognitive constructed influence emerging through the follower’s implicit image. The nature of the memory-held image emerged unnoticed by the member from an information processing perspective based on past situational trait patterns. The reciprocal nature of the leader-follower relationship and coworker exchange is shown to mediate and moderate organizational relationships such that emancipation of control occurs through an empowered work force.