Taking Stock: A review of more than twenty years of research on empowerment at work

By Gretchen M. Spreitzer, Peter A. Bamberger, Jane E. Dutton, Dafna Eylon, Bradley L Kirkman, Benson Rosen. 2007

744 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/09aced8af807c913a795066fda7546df238a17ae

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Antecedents and consequences of psychological and team empowerment in organizations: a meta-analytic review. (2011, positive): “As indicated in Figure 1, a broad range of attitudinal and behavioral outcomes has been associated with psychological empowerment (e.g., Spreitzer, 1995b, 2008).”
The emotional aftermath of incivility: anger, guilt, and the role of organizational commitment (2016, background): “Empowerment is “a set of psychological states that are necessary for individuals to feel a sense of control in relation to their work” (Spreitzer, 2008, p. 56).”
Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, background): “Moreover, PE has been conceptualized in previous research as an indicator of the fit between personal needs and job characteristics (Laschinger et al., 2006; Spreitzer, 2008), and shown to be intimately related to autonomous motivation (Gagné et al., 1997).”
Ethical leadership and employee success: Examining the roles of psychological empowerment and emotional exhaustion (2018, background): “Further, because empowered employees are resilient (Spreitzer, 2008) and tend to persevere (Conger & Kanungo, 1988; Thomas & Velthouse, 1990), they are likely to remain committed to longer-term objectives that may be challenging in the short-term (Spreitzer et al., 2005).”
A Meta-Analysis of Transactional Leadership and Follower Performance: Double-Edged Effects of LMX and Empowerment (2021, background): “For example, empowered followers possess enhanced intrinsic motivation, which can improve activity, persistence, and focused effort within the work role, increasing both task and contextual performance (Spreitzer, 2008).”
Employee Responses to Empowering Leadership: A Meta-Analysis (2018, background): “Because empowered employees believe in their ability to perform meaningful work and to influence their environments, they tend to work independently and exhibit adaptive behaviors beyond their formal work roles (Griffin, Neal, & Parker, 2007; Martin, Liao, & Campbell, 2013; Spreitzer, 2008).”
Organizational innovation climate and individual innovative behavior: exploring the moderating effects of psychological ownership and psychological empowerment (2017, background): “Further, PE involves an active orientation toward one’s work (Spreitzer 2008), and contributes to elements which may facilitate innovative behavior, such as persistence of effort and resilience in face of unusual contexts and difficulties (Bandura 1977), initiative and flexibility (Thomas and Veltho”
Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams (2013, background): “…more competent and able to influence their team’s outcomes, empowerment has consistently been shown to lead to higher levels of employee commitment, innovation, citizenship behaviors, and performance (e.g., Seibert, Wang, & Courtright, 2011; Spreitzer, 2008; Thomas & Velthouse, 1990; Yukl, 2010).”
Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research (2012, methodology): “Additionally, Spreitzer (2008) raised the point that while most research has considered the impact that structural empowerment has on psychological empowerment, the directionality of this relationship may also be reciprocal.”
How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX, Empowerment, and Proactive Personality (2017, background): “In addition to enhancing psychological empowerment, servant leadership can also be expected to enhance follower OCB through psychological empowerment because empowered employees are likely to take an active orientation to work and do more than is required in their job description (Kim and Kim 2013; ”
Empowering leadership, employee goal orientations and work performance (2014, background): “Supporting previous studies, the present study highlights that the implementation of empowering leadership can be complex (Spreitzer, 2008).”
Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts (2014, background): “Psychological empowerment theory suggests that leaders—transformational leaders in particular—are important promoters of employee empowerment given their ability to influence employees’ subjective perceptions of their work (Spreitzer, 2008).”
Do job resources affect work engagement via psychological empowerment? A mediation analysis (2013, background): “Among these variables, psychological empowerment, namely, the personal evaluation of the experience of empowerment (Spreitzer, 2007), has been associated with wellbeing indicators, such as job satisfaction and work commitment (Seibert, Wang, & Courtright, 2011).”