Self-Efficacy and Psychological Ownership Mediate the Effects of Empowering Leadership on Both Good and Bad Employee Behaviors
By Minseop Kim, T. Beehr. 2017
193 citations recorded by the source corpus.
Subfields: Applied Psychology, Demography, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/2b0059b96333ce51b78214ad4516587fe56e916e
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In Applied Psychology
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Citations in the corpus
- Can Empowering Leaders Affect Subordinates’ Well-Being and Careers Because They Encourage Subordinates’ Job Crafting Behaviors? (2018, background): “…support in employees, empowering leadership has been proposed to be a strong driver of fostering the psychological feeling of empowerment (Kim & Beehr, 2017a; Zhang & Bartol, 2010) and self-efficacy (Kim & Beehr, 2017b) as well as to be distinct from other positive leadership styles…”
- Organization-Based Self-Esteem and Meaningful Work Mediate Effects of Empowering Leadership on Employee Behaviors and Well-Being (2018, methodology): “…leadership studies in which data were collected in multiple time points have commonly reported data containing similarly high attrition rates of respondents across multiple data collections (e.g., Audenaert, Vanderstraeten, & Buyens, 2017; Kim & Beehr, 2017b; Marstand, Martin, & Epitropaki, 2017).”
- Employee Responses to Empowering Leadership: A Meta-Analysis (2018, background): “…and organization-based self-esteem (9 samples) Ahearne et al. (2005) Biemann, Kearney, and Marggraf (2015) Cheong et al. (2016) Kim and Beehr (2016a) Kim and Beehr (2017a) Kwak (2011) S. Li et al. (2016) Zhang and Zhou (2014; Study 1) Zhang and Zhou (2014; Study 2) Goal orientation and work effort…”