Empowering leadership: Construct clarification, conceptualization, and validation of a new scale

By Stein Amundsen, Ø. Martinsen. 2014

465 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/13b88eab95b0bab84c8737423392beab68b55533

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. Minseop Kim
2. T. Beehr
3. Chris W. L. Chu
4. J. Dietz
5. Wei He
6. A. Gerbasi
7. David Plans
8. Thomas Fischer

In Organizational Behavior and Human Resource Management

1. Minseop Kim
2. T. Beehr
3. Jeffery D. Houghton
4. Christopher P. Neck
5. Matthew S. Prewett
6. John Antonakis
7. Sukumarakurup Krishnakumar
8. Torsten Biemann

In Social Psychology

1. Minseop Kim
2. T. Beehr
3. Christopher P. Neck
4. Jeffery D. Houghton
5. P. Hao
6. Chris W. L. Chu
7. J. Dietz
8. Wei He

Citations in the corpus

• Organization-Based Self-Esteem and Meaningful Work Mediate Effects of Empowering Leadership on Employee Behaviors and Well-Being (2018, background): “Specifically, empowering leadership places emphasis on employees’ autonomy and development and encourages them to develop the skill and self-confidence for exercising decision making in their jobs (Ahearne et al., 2005; Amundsen & Martinsen, 2014; Vecchio, Justin, & Pearce, 2010).”
• Self-Efficacy and Psychological Ownership Mediate the Effects of Empowering Leadership on Both Good and Bad Employee Behaviors (2017, methodology): “More directly, empowering leaders should be familiar with their subordinates' capabilities and encourage the use of their competencies, which contributes to the development of subordinates' self-efficacy beliefs (Amundsen & Martinsen, 2014a).”
• The power of empowering leadership: allowing and encouraging followers to take charge of their own jobs (2019, background): “…through collaborative decision making, giving greater autonomy, enhancing the meaning of work, offering developmental support, expressing confidence in high performance, and promoting self-leadership (Amundsen & Martinsen, 2014; Arnold, Arad, Rhoades, & Drasgow, 2000; Zhang & Bartol, 2010).”
• Leadership Process Models: A Review and Synthesis (2017, background): “…first, taking into account overlapping conceptualizations of these behaviors, such as those of servant leadership and empowering leadership (Amundsen & Martinsen, 2014; van Dierendonck, 2011); second, embedding an isolated leadership behavior into a broader theory of leadership, such as…”
• Leadership behavior and employee well-being: An integrated review and a future research agenda (2018, background): “The relational-oriented category includes leadership behaviors such as supportive leadership (e.g., House, 1981) and empowerment leadership (e.g., Amundsen & Martinsen, 2014).”
• Empowering leadership and managers' career perceptions: Examining effects at both the individual and the team level (2015, background): “Leadersmay “lead others to lead themselves” (Manz & Sims, 1987: 119) and foster employee empowerment by exhibiting empowering leadership behaviors that shift responsibility and authority from the leader to the subordinates (Amundsen & Martinsen, 2014; Zhang & Bartol, 2010).”
• Why and When Empowering Leadership Has Different Effects on Employee Work Performance: The Pivotal Roles of Passion for Work and Role Breadth Self-Efficacy (2018, background): “…positive effect of empowering leadership on employee work performance, including not only routine task performance (Ahearne, Mathieu, & Rapp, 2005; Amundsen & Martinsen, 2014; Harris, Li, Boswell, Zhang, & Xie, 2014; Vecchio, Justin, & Pearce, 2010) but also creative performance (Amundsen &…”