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Purpose — In this chapter the three household travel survey methods PAPI (paper and pencil interview), CATI (computer-assisted telephone interview), and CAWI (computer-assisted web interview) are compared in order to show well-known and new methodological effects.

Methodology/approach — The survey concept in the Stuttgart region with the three methods (PAPI, CAPI, and CAWI) offers the possibility to analyze the differences between these methods. This approach offers various possibilities to compare the subsamples and to evaluate the effects of the different survey methods in order to ensure a high data quality.

Findings — The results show a clear tendency that retired people prefer the CATI design instead of CAWI, while younger persons prefer the CAWI design. The PAPI design seems to cover all parts of the population to the same extent and also achieves the same response levels as CATI and CAWI.

Originality/value of chapter — The three different survey methods within one survey allow on the one hand methodological analyses without distortion of results by different framework conditions. On the other hand the CATI and CAWI survey methods are relatively new in the field of multiday surveys especially in Germany.

The purpose of this paper is to investigate the possible curvilinear relationship between empowering leadership and individual in-role and extra-role work performance and the potential moderating role of individual goal orientations.

Hierarchical regression analyses were conducted based on data from 655 certified accountants. Leaders' empowering behavior was measured using Ahearne et al.'s scale. Mastery and performance goal orientations were measured using items from VandeWalle. In-role work performance was measured via a ten-item scale developed and used by Kuvaas and Dysvik. Organizational citizenship behavior was measured using items validated by Van Dyne and LePine.

Too little empowerment might have a negative or limited impact – or none at all – on individual in-role and extra-role work performance. In addition, individual mastery orientation positively moderates these curvilinear relationships.

Empowering leadership-employee performance relationships are not necessarily linear. The present study provides an alternative explanation to the somewhat inconsistent findings in the current literature.

Due to the curvilinear nature of empowering leadership, leaders should not just casually adopt this leadership style but ensure that they implement it at high levels with clear clarification of the goals and work roles.

Even though empowering leadership is important to individual performance, scant research has explored whether and when empowering leadership could be detrimental. This study provides an additional view to empowerment research by examining the potential curvilinear influence of empowering leadership.