The effects of empowerment on attitudes and performance: the role of social support and empowerment beliefs
By M. Logan, Daniel C. Ganster. 2007
138 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Public Administration
View Paper: https://www.semanticscholar.org/paper/0abe7b527bf1a200f779a22496be98f1fd23e9ce
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
- Maria Vakola
- A. Armenakis
- Lucy L. Gilson
- Shaul Oreg
- M. Maynard
- Herman Aguinis
- John Antonakis
- J. Pierce
In Public Administration
Citations in the corpus
- Change Recipients’ Reactions to Organizational Change (2011, background): “Change Consequences in Articles Reviewed Outcome category Variables Articles Work-related consequences Satisfaction Job satisfaction Amiot et al. (2006); Axtell et al. (2002); Begley and Czajka (1993); Bordia et al. (2004); Cartwright and Cooper (1993); Gardner et al. (1987); Holt et al. (2007); Jud”
- Talent management, talent mindset competency and job performance: the mediating role of job satisfaction (2015, background): “Also, empowerment has been directly related to changes in job satisfaction (Logan and Ganster, 2007).”
- Leadership Process Models: A Review and Synthesis (2017, background): “Despite the conceptual piece by Conger and Kanungo (1988) and much published research (e.g., Logan & Ganster, 2007; Spreitzer, 1995; Stewart, 2006), what determines empowering leadership, as well as how and for how long empowering leadership affects outcomes, is not well understood (House, 1996; X.…”
- Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research (2012, background): “…a sample of project managers from a trucking company, half of the sample received an empowerment intervention “in conjunction with organizational changes that gave the treatment group additional access to information, decision making discretion, access to resources” (Logan & Ganster, 2007: 1531).”
- The Too-Much-of-a-Good-Thing Effect in Management (2013, background): “If Hapgood had understood that too much democratization, and presumably, responsibility, could lead to decreased instead of increased employee satisfaction and firm performance (e.g., Logan & Ganster, 2007), he may have limited the extent of his initiative.”