The Thin Line Between Empowering and Laissez-Faire Leadership: An Expectancy-Match Perspective

By Sut I. Wong, S. Giessner. 2018

214 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/33f691e792223e097434b1e069a63d1dd474a689

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. Minyoung Cheong
2. Soojin Lee
3. Saher Iqbal
4. Fiza Amjad
5. P. Hao
6. Wei He
7. I. Baig
8. Muhammad Zia-ur-Rehman

In Social Psychology

1. Saher Iqbal
2. Fiza Amjad
3. P. Hao
4. Wei He
5. Soojin Lee
6. I. Baig
7. Muhammad Zia-ur-Rehman
8. Myungsun Kim

Citations in the corpus

• Impact of leadership styles on employees’ performance with moderating role of positive psychological capital (2019, background): “(Sut I Wong Humborstad, 2016) The psychological capital is related to the positive psychology of employees, showing the positive employees behaviour rather than the negativity of the employees.”
• Employee Responses to Empowering Leadership: A Meta-Analysis (2018, unknown): “…S. Lee et al. (2016) M. Li, Liu, Han, and Zhang (2016) Perceived leader effectiveness (4 samples) Amundsen and Martinsen (2014b) Hassan et al. (2013) Humborstad and Giessner (2016) Tekleab et al. (2008) Outcomes Name of studies Motivation and resources Self-leadership (3 samples) Amundsen and…”
• 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): “…leaders’ empowering behaviors as burdens in such a less prescribed situation because they were passively granted the power of authority by their leaders, thus leading to low intrinsic motivation and high role stress (Humborstad & Giessner, 2016; Humborstad et al., 2014; Humborstad & Kuvaas, 2013).”
• Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance (2017, background): “Several scholars have cautioned about the potential negative effects of unregulated employee empowerment (Cheong, Spain, Yammarino, & Yun, 2016; Ford & Fottler, 1995; Forrester, 2000; Honold, 1997; Sharma & Kirkman, 2015; Wilkinson, 1998; Wong & Giessner, 2015).”
• Leadership styles and employees’ motivation: Perspective from an emerging economy (2017, background): “Though the findings of this study are context specific, however they are in line with the theoretical assumptions of autocratic style and laissez-faire style (Van Vugt et al. 2004; Wong & Giessner 2015), but inconsistent with democratic leadership style (Raelin 2012).”