Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance

By Soojin Lee, Minyoung Cheong, Myungsun Kim, Seokhwa Yun. 2017

118 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/2e3cbc443e37b4be0614f7fd51afca4674e3616a

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. Minseop Kim
2. T. Beehr

In Organizational Behavior and Human Resource Management

1. Minseop Kim
2. T. Beehr
3. Matthew S. Prewett
4. P. Hao
5. Wei He
6. Lirong Long

Citations in the corpus

• 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): “…empirical studies have observed that empowering leadership had an inverted U-shaped effect on employee work performance (Humborstad et al., 2014; Lee et al., 2017), suggesting that either a high or low level of empowering leadership was associated with a low level of employee work performance.”
• Employee Responses to Empowering Leadership: A Meta-Analysis (2018, background): “…Zhang and Zhou (2014; Study 1) Zhang and Zhou (2014; Study 2) Goal orientation and work effort (3 samples) Amundsen and Martinsen (2015; Study 1) Humborstad et al. (2014) S. Lee et al. (2016) Psychological empowerment (25 samples) Albrecht and Andreetta (2011) (continued) (continued) Appendix.”