Reassessing the Limits of Structural Empowerment: Organizational Constitution and Trust as Controls

By Peter K. Mills, G. Ungson. 2003

291 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/3632a64014f374ea8be708e25d29f9e7c1e8d238

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research (2012, background): “…empowerment from structural empowerment (e.g., Alper, Tjosvold, & Law, 2000; Arnold, Arad, Rhoades, & Drasgow, 2000; Cook & Goff, 2002; Mills & Ungson, 2003; Spreitzer, 2008) and thus include research that examines how structural empowerment serves as antecedent to psychological…”
Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance (2017, background): “…leaders who engage in excessive empowering behaviors with their employees can result in decreased efficiency in fulfilling core task performance because excessive empowering leadership invites a loss of control (Mills & Ungson, 2003) and forces the team members to undertake an additional burden.”
The Relationship between Team Autonomy and New Product Development Performance under Different Levels of Technological Turbulence (2015, unknown): “Others have pointed out the risks of isolation (Haas, 2010) and the loss of managerial control (Mills and Ungson, 2003) which may result from giving teams too much autonomy.”
Impact of ethical leadership on creativity: the role of psychological empowerment (2017, background): “Empowerment involves the concept of decentralization decision-making authority that is giving lower level employees decision-making responsibilities and ensuring that they have the resources to take decisions on their own (Barton & Barton, 2011; Mills & Ungson, 2003; Pardo del Val & Lloyd, 2003).”
A multilevel study of leadership, empowerment, and performance in teams. (2007, background): “Although empowerment has also been treated as a structural construct (e.g., Mills & Ungson, 2003), our focus is on psychological empowerment.”
Taking Stock: A review of more than twenty years of research on empowerment at work (2007, background): “…a4 Job No: 5124 Barling: Organizational Behavior (Handbook) Page: 65 54–72 manager to reconcile the potential loss of control inherent in sharing power with the need to empower employees for higher levels of motivation and productivity that often come with empowerment (Mills and Ungson, 2003).”
The power of psychological empowerment as an antecedent to organizational commitment in Indian managers (2005, background): “Mills and Ungson (2003) define control loss as the slippage that takes place in control when subordinates may not understand what they are supposed to do or may not choose to do what is expected of them.”
Moderation Effects of Power Distance on the Relationship Between Types of Empowerment and Employee Satisfaction (2013, methodology): “As conceptualized in these studies, empowerment involves “a formal horizontal decentralization of authority such that decisional power flows to the employee from the formal structure” (Mills & Ungson, 2003, p. 144).”
The Antecedents and Consequences of Psychological Empowerment: The Case of Taiwan's Hotel Companies (2008, background): “Studies examining the relationship between trust and empowerment contend that trust is the essential element in improving empowerment (Gomez & Rosen, 2001; Laschinger, Finegan, & Shamian, 2001; Mills & Ungson, 2003).”
The impact of structural empowerment on individual well-being and performance: Taking agent preferences, self-efficacy and operational constraints into account (2010, background): “…sense, the ultimate efficacy of empowerment depends on the ability of the manager to reconcile the potential loss of control inherent in sharing authority with the potential employee motivation and productivity benefits that often accompany empowerment (Mills and Ungson, 2003; Spreitzer, 2007).”
Leaders, followers, and time (2008, background): “Predictability has been discussed as a foundational part of rational, routine, cognition-based trust in that it provides individuals with evidence of behaviors that help them avoid trusting blindly (Wicks, Berman & Jones, 1999; Mills & Ungson, 2003).”