Differential effects of empowering leadership on in-role and extra-role employee behaviors: Exploring the role of psychological empowerment and power values

By Steffen Raub, C. Robert. 2010

267 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/039de6969df96888feb69e18e235dd25ef20ff94

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Why and When Empowering Leadership Has Different Effects on Employee Work Performance: The Pivotal Roles of Passion for Work and Role Breadth Self-Efficacy (2018, background): “…argument by demonstrating a positive link between empowering leadership and employees’ psychological empowerment (e.g., Amundsen & Martinsen, 2015; Li et al., 2015; Raub & Robert, 2010; Zhang & Bartol, 2010), the core dimension of which is one’s self-determination or autonomy (Spreitzer, 1995).”
Relational job crafting: Exploring the role of employee motives with a weekly diary study (2018, background): “These engaged employees who have expanded their relational networks are also likely to engage in voice which refers to active and constructive endeavours to improve organizational functioning (Chan, 2014), and which concentrates on changing the status quo (Raub and Robert, 2010).”
Leadership empowering behaviour, psychological empowerment, organisational citizenship behaviours and turnover intention in a manufacturing division (2015, background): “This can be classified as extra-role behaviours by employees (Raub & Robert, 2010).”
Self-Efficacy and Psychological Ownership Mediate the Effects of Empowering Leadership on Both Good and Bad Employee Behaviors (2017, background): “…examining the impact of empowering leadership on contextual performance including deviant behaviors is scarce, although some studies have suggested positive relationships between empowering leadership and positive organizational citizenship behaviors (Fong & Snape, 2015; Raub & Robert, 2010).”
Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity (2020, background): “Previous studies have shown that empowering leadership has a positive effect on team performance and knowledge sharing [17], innovation [25], in-role behavior and extra-role behavior [26], creativity [27], task proficiency, and proactive behavior [28].”
A self-determination perspective of strengths use at work: Examining its determinant and performance implications (2016, methodology): “As noted by Seligman and Csikszentmihalyi (2000), ‘individuals are now seen as decision makers, with choices, preferences, and the possibility of becoming masterful [and] efficacious’ (p.”
Effective and sustained proactivity in the workplace: A self-determination theory perspective (2014, background): “Raub and Robert (2010) also argued that proactive behavior is less likely to be regulated by controlled forms of motivation than in-role behaviors and affiliative extra role behaviors such as helping.”
The Thin Line Between Empowering and Laissez-Faire Leadership: An Expectancy-Match Perspective (2018, background): “…associated with positive individual and organizational outcomes, such as higher perceived fairness (Keller & Dansereau, 1995), higher knowledge sharing and team efficacy (Srivastava et al., 2006), higher creativity (X. Zhang & Bartol, 2010), and better inrole performance (Raub & Robert, 2010).”
Impact of inclusive leadership on innovative work behavior: The role of psychological safety (2017, unknown): “Numerous studies support that leadership plays a noteworthy role to enhance employees’ IWB (Raub & Robert, 2010; Martens, 2011; Aryee, Walumbwa, Zhou, & Hartnell, 2012; Resick, Hargis, Shao, & Dust, 2013; Tu & Lu, 2013; Javed, Bashir, Rawwas, & Arjoon, 2016: 16).”
Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance (2017, methodology): “…five categories of leader behavior appear to be relevant for both the team and individual levels of analysis; it has been used at the individual level of analysis in several studies (e.g., Huang, Iun, Liu, & Gong, 2010; Raub & Robert, 2010; Robert, Probst, Martocchio, Drasgow, & Lawler, 2000).”
Psychopathic Leadership A Case Study of a Corporate Psychopath CEO (2017, unknown): “Empowerment has been linked to positive outcomes (Raub and Robert 2010) and so it is arguably no surprise that negative outcomes were evident in the case of a disempowering psychopathic CEO as leader.”
Empowering leadership and employee creativity: A dual‐mechanism perspective (2018, background): “Researchers have reported the positive effects of empowering leadership on a variety of followers’ attitudes and behaviours (e.g., Harris, Li, Boswell, Zhang, & Xie, 2014; Raub & Robert, 2010; Tuckey, Bakker, &Dollard, 2012).”