The effect of empowerment on job knowledge: An empirical test involving operators of complex technology

By D. Leach, Toby D. Wall, P. Jackson. 2003

293 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/05b5d4db04418a9e5d0a66cb0afca7bb39495276

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Differential effects of empowering leadership on in-role and extra-role employee behaviors: Exploring the role of psychological empowerment and power values (2010, background): “Researchers have approached the notion of empowerment from a variety of theoretical perspectives (Leach et al., 2003; Menon, 2001).”
Job Design and the Employee Innovation Process: The Mediating Role of Learning Strategies (2012, unknown): “…studies have shown that job design characteristics, such as job control, are associated directly with employee learning (Bond and Flaxman 2006; Leach et al. 2003; Taris and Kompier 2005) that employee learning is associated directly with innovation (Jansen and Van Yperen 2004) and that job…”
Employee empowerment: extent of adoption and influential factors (2010, background): “), which refers to the initiation of empowerment by top management, focusing on the delegation of authority and responsibility down the hierarchy ( Leach et al. , 2003”
To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. (2005, background): “Leach et al. (2003) aptly distinguished the two approaches and argued that the second approach represents a consequence and necessary adjunct to situational empowerment (Liden & Tewksbury, 1995).”
A circular and dynamic model of the process of job design (2007, background): “In part, this is an inevitable aspect of taking on new responsibilities – to meet the new role requirements, the job-holder has to learn new things and extend his/her capabilities (Karasek & Theorell, 1990; Leach et al., 2003).”
Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research (2012, background): “When considered independently, the dimension of meaning has the strongest association (Liden et al., 2000), followed by competence (Spreitzer, 1997). As an example, Liden and colleagues (2000) found that meaning and competence both were positively related to job satisfaction and that meaning partial”
The effects of empowerment on attitudes and performance: the role of social support and empowerment beliefs (2007, unknown): “These performance results, now realized in a true experiment, are consistent with the increases in financial performance, customer oriented behaviour and production increases in the interventions cited in the literature review (Leach et al., 2003; Peccei and Rosenthal, 2001; Schuster et al., 1997).”
The impact of structural empowerment on individual well-being and performance: Taking agent preferences, self-efficacy and operational constraints into account (2010, background): “…enhance operational efficiency to the extent that they provide employees with the flexibility needed to provide innovative and/or timely responses to job-related problems or needs (Leach et al., 2003), researchers have largely neglected two potential limitations that such interventions may impose.”