A multilevel study of leadership, empowerment, and performance in teams.

By Gilad Chen, Bradley L Kirkman, R. Kanfer, Don Allen, Benson Rosen. Journal of Applied Psychology, 2007

818 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/12f77fcb438a1cb70ff7b8d683fa14928bcf82d8

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Citations in the corpus

The effect of team affective tone on team performance: the roles of team identification and team cooperation (2017, background): “…team 2 cooperation (Kramer et al., 2001), as members with stronger identification are more willing 3 to strive for the overall welfare of the team (Chen et al., 2007; Olkkonen & Lipponen, 2006; 4 Van Der Vegt & Bunderson, 2005; van Dick, van Knippenberg, Kerschreiter, Hertel, & 5 Wieseke, 2008).”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “More recently, Chen et al. (2007) examined how individual- and team-level empowerment interacted in shaping individual performance.”
Best-Practice Recommendations for Estimating Cross-Level Interaction Effects Using Multilevel Modeling (2013, background): “In fact, this is precisely what Chen et al. (2007) did in their study.”
Employee Responses to Empowering Leadership: A Meta-Analysis (2018, background): “…and Martinsen (2015; Study 1) Amundsen and Martinsen (2015; Study 2) Auh, Menguc, and Jung (2014) Boudrias, Gaudreau, Savoie, and Morin (2009) Z. Chen et al. (2007) G. Chen, Sharima, Edinger, Shapiro, and Farh (2011) Dahinten et al. (2014) Dewettinck and van Ameijde (2011) Fong and Snape (2015)…”
Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams (2013, background): “…team members will tend to be motivated by collective ownership of their choices and work, to support and back each other up, and to work toward adaptation and performance improvement during team compilation (e.g., Chen et al., 2007; Kirkman & Rosen, 1999; Kirkman, Rosen, Tesluk, & Gibson, 2004).”
Antecedents and consequences of psychological and team empowerment in organizations: a meta-analytic review. (2011, neutral): “Researchers have theorized that empowerment is a construct with very similar functional relationships at the individual and team levels (e.g., Chen et al., 2007; Kirkman & Rosen, 1997, 1999).”