Effects of transformational leadership on empowerment and team effectiveness

By Nurdan Özarallı. 2003

382 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0e21bfe63a5ebfedf9105234ac418d36256ec763

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Impact of Leader’s Emotional Intelligence and Transformational Behavior on Perceived Leadership Effectiveness: A Multiple Source View (2016, background): “Ozaralli (2003) attempted to investigate the TL in relation to empowerment and team effectiveness.”
Influence of Transformational Leadership on Employees’ Innovative Work Behavior in Sustainable Organizations: Test of Mediation and Moderation Processes (2019, background): “Consequently, transformational leadership develops an effective working environment where individuals feel knowledgeable, self-managed, capable, and motivated to practice empowerment [115].”
Transformational Leadership's Role in Promoting Corporate Entrepreneurship: Examining the CEO-TMT Interface (2008, background): “Indeed, research has shown that transformational leaders not only empower team members by giving them high autonomy (Smith, Montagno, & Kuzmenko, 2004), but also increase their perceptions of the amount of authorized power they have (Ozaralli, 2003).”
The role of work motivation as a mediator on the influence of education-training and leadership style on employee performance (2020, background): “Özaralli (2003) found that transformational leadership contributes to the prediction of subordinate empowerment and that the more team members experience team empowerment, the more effective the team will be.”
Transformational leadership and followers' attitudes: the mediating role of psychological empowerment (2008, neutral): “Menon ( 2001 ) found a strong relationship between goal internalization and affective organizational commitment, and Ozaralli ( 2003 ) concurred in finding that employees who feel inspired by organizational objectives are more likely to have an affective link to their organization.”
Perceptions of transformational leadership and job satisfaction: The roles of personality traits and psychological empowerment § (2016, background): “…have begun to take a more follower-centred perspective, emphasizing the role of followers in an interactive leadership process (Gardner & Avolio, 1998; Ozaralli, 2003; Hetland, Sandal, & Johnsen, 2008; Gumusluoglu & Ilsev, 2009; Braun, Peus, Weisweiler, & Frey, 2013; Qu, Janssen, & Shi, 2015).”
Enhancing employee outcomes: The interrelated influences of managers' emotional intelligence and leadership style (2012, background): “Rating managers’ leadership through assessments by both the managers views of themselves and their direct subordinates’ view of them was followed the protocol of a number of previous studies (Barling et al., 1996; Brown et al., 2006; Ozaralli, 2003; Rosete and Ciarrochi, 2005).”
Transformational leadership and work engagement: Exploring the mediating role of structural empowerment (2020, methodology): “Although most previous research has focused on psychological empowerment (Jung, Chow, & Wu, 2003; Krishnan, 2012; €Ozaralli, 2003), this study shows that structural empowerment plays an essential role in increasing the levels of work engagement.”
An Empirical Study of the Relationship between Transformational Leadership, Empowerment and Organizational Commitment (2011, background): “, transformational leadership, empowerment and organizational commitment), a segmented approach in analyzing transformational leadership, and neglected the role of employee empowerment in developing transformational leadership models (Bycio et al., 1995; Dubinsky et al., 1995; Meyerson & Kline, 2008”