Psychological empowerment and its relationship to trust in immediate managers.

By Azize Ergeneli, G. Arı, Selin Metin. 2007

292 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/30b6e8396b8dcfaab22f632ade203bb1285e9649

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In Demography

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Taking Stock: A review of more than twenty years of research on empowerment at work (2007, background): “It has also been used across cultures in Turkey (Ergeneli et al., 2007), the Philippines (Hechanova et al., 2006), Singapore (Avolio et al., 2004), the UK ( Holdsworth and Cartwright, 2003), Australia (Carless, 2004), and Canada (Laschinger et al., 2004).”
Relationships between organizational support, customer orientation, and work outcomes (2010, background): “It entails a set of managerial activities and practices, which provide employees with power, authority and control, and involves transmission of power to those who are less powerful in an organization ( Ergeneli et al. , 2007”
Exploring predictors of organizational identification: Moderating role of trust on the associations between empowerment, organizational support, and identification (2010, methodology): “Recent research has also suggested a strong relationship between cognition-based trust and competence (Ergeneli et al., 2007).”
Perceived organizational support, employee creativity and proactive personality: The mediating effect of meaning of work (2018, background): “Ergeneli et al. (2007) emphasize that empowered employers are better at meeting customer needs and caring about dissatisfied customers.”
Creativity and Control: A Paradox. Evidence from the Levers of Control Framework (2017, unknown): “Several studies (e.g., Ergeneli, Saglam Ari, and Metin 2007; Si and Wei 2012) suggest either conceptually or empirically that management may have either control or empowerment, but not both at the same time.”
Antecedents and consequences of psychological and team empowerment in organizations: a meta-analytic review. (2011, unknown): “As a result, other studies have formulated different hypotheses for the relationship of each of the four dimensions of empowerment with criterion variables (e.g., Ergeneli et al., 2007; Kraimer et al., 1999; Liden et al., 2000; Wang & Lee, 2010).”
Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research (2012, background): “Finally, Ergeneli et al. (2007) convened a panel of group experts who supported the face and content validity of the instruments included in their study (one of which was psychological empowerment).”