Empowering leadership and team improvisation: A team-level study through the lens of AMO theory

This study explains the mechanisms that facilitate team improvisation via AMO theory, thereby enriching the theoretical perspectives within the field of team improvisation research. Considering the influence of cultural differences between East and West on employee behavior, as well as the characteristics of improvisational behavior, this study introduces the widely observed culture of social context error aversion culture in Chinese organizations as a moderating variable. By doing so, it enriches the contingency factors affecting the impact of empowering leadership on team improvisation.