Getting What's New from Newcomers: Empowering Leadership, Creativity, and Adjustment in the Socialization Context

By T. Harris, Ning Li, W. Boswell, Xin-an Zhang, Zhitao Xie. 2013

202 citations recorded by the source corpus.

Subfields: Demography, Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/20dd7c11c5b4687cd617a7f967170d5246a030b6

How researchers see this paper

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

In Demography

1. C. Rudolph
2. H. Zacher
3. Fang Lee Cooke
4. Bradley L Kirkman
5. D. Kooij
6. R. Rauvola
7. Mo Wang

In Experimental and Cognitive Psychology

1. C. Rudolph
2. H. Zacher
3. Anne‐Kathrin Kleine
4. P. Hao
5. Wei He
6. Yang Chen
7. Guiyao Tang
8. Lirong Long

In Organizational Behavior and Human Resource Management

1. C. Rudolph
2. Yang Chen
3. Payal Sharma
4. Guiyao Tang
5. Anne‐Kathrin Kleine
6. P. Hao
7. Wei He
8. Lirong Long

Citations in the corpus

• Thriving at work: A meta‐analysis (2019, background): “Empowering leaders focus on power sharing and granting autonomy to employees with the intent of activating their intrinsic motivation (Harris, Li, Boswell, Zhang, & Xie, 2014).”
• High-performance work system and employee creativity: The roles of perceived organisational support and devolved management (2017, background): “Given the importance of employee creativity, numerous researchers have examined its antecedents, such as empowering leadership (Harris et al., 2014), team-member exchange (Liao et al.”
• Leveraging Leaders (2015, background): “, 2010), role clarity (Harris et al., 2014; Martínez-Córcoles, Gracia, Tomás, & Peiró, 2014), safety compliance (Martínez-Córcoles et al.”
• 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): “Drawing and extending on prior studies that examine the direct relationship between empowering leadership and employee work performance (e.g., Amundsen & Martinsen, 2014; Harris et al., 2014; Vecchio et al., 2010), we seek to examine the indirect relationship between empowering leadership and employ”