Transformational and transactional leadership and innovative behavior : The moderating role of psychological empowerment

By A. Pieterse, D. van Knippenberg, M. Schippers, D. Stam. 2009

996 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0faf8c7b074b75fecc81ac9437e7194451a50b00

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Influence of Transformational Leadership on Employees’ Innovative Work Behavior in Sustainable Organizations: Test of Mediation and Moderation Processes (2019, background): “Supporting our view, a previous study revealed that empowerm nt positively moderates the relationship between ra forma ional le dership and innovative work behavior [37].”
Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research (2012, background): “Seibert and colleagues’ (2011) work suggests that team psychological empowerment exhibits a positive, significant relationship with performance (mean corrected correlation = .”
Effects of customer incivility on frontline employees and the moderating role of supervisor leadership style (2020, background): “The second one concerns the extent to which supervisors provide FLEs with the autonomy to perform their customer service roles (Pieterse et al., 2009).”
Transformational Leadership, Innovative Behavior, and Task Performance: Test of Mediation and Moderation Processes (2012, methodology): “Control Variables We controlled for gender, age, education, and tenure because they have been shown to influence subordinate innovative behavior and task performance (Scott & Bruce, 1994; Pieterse et al., 2010).”
Organizational innovation climate and individual innovative behavior: exploring the moderating effects of psychological ownership and psychological empowerment (2017, methodology): “Willingness and competence are both important to promote individual innovative behavior (Pieterse et al. 2010).”
Disentangling the antecedents of ambidexterity: Exploration and exploitation (2018, background): “Researchers have argued that leaders can inspire action by articulating a clear vision for an organization (Avolio and Bass, 1995; Pieterse et al., 2010).”
Is innovative behavior really good for the firm?: Innovative work behavior, conflict with coworkers and turnover intention: moderating roles of perceived distributive fairness (2011, background): “First, IWB is individual-driven (Van de Ven, 1986) and “a motivational issue” (Amabile, 1988; Pieterse et al., 2009).”