LAUSR

ABSTRACT Psychological empowerment has received a burgeoning attention among scholars and practitioners in the last decades. However, little is known about its antecedents in the public sector, and even more in municipalities. The present study attempts to fill this gap by examining the relationship of leader-member exchange (LMX), role conflict and role ambiguity with employees’ psychological empowerment. Data were collected from 210 administrative employees of nine Greek municipalities. Results supported our hypotheses that these three factors constitute important antecedents of such employees’ psychological empowerment. Theoretical and practical implications were also discussed.