The empowering leadership questionnaire: the construction and validation of a new scale for measuring leader behaviors

By Josh A. Arnold, Sharon Arad, Jonathan A. Rhoades, Fritz Drasgow. 2000

1,222 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/4ccf7245e658b067b93f79de2449139cb7009acf

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Leveraging Leaders (2015, background): “First, and as mentioned, empowering leadership involves behaviors of formal leaders (or, those leaders who are in positions of status and authority in their organizations), such as encouraging subordinates to express opinions and ideas, promoting collaborative decision making, and supporting informa”
Empowering leadership: Construct clarification, conceptualization, and validation of a new scale (2014, methodology): “A next fruitful step could be to test the discriminant validity of ELS further relative to other EL measures, such as ELQ (Arnold et al., 2000), and other related leadership approaches, such as servant leadership (e.g., Liden, Wayne, Zhao, & Henderson, 2008), authentic leadership (e.g., Walumbwa,…”
Overcoming Resistance to Change and Enhancing Creative Performance (2014, methodology): “…a strong sense of power sharing among their followers by promoting decision making, demonstrating their trust in subordinates, and providing followers with the freedom to be as flexible as circumstances warrant (Arnold et al., 2000; Seibert, Silver, & Randolph, 2004; Zhang & Bartol, 2010).”
Ethical and empowering leadership and leader effectiveness (2013, background): “Empowering leaders share decision-making authority with their subordinates, consult with subordinates regarding important decisions that may relate to their work, allow subordinates more autonomy, and remove unnecessary bureaucratic constraints (Arnold et al., 2000; Chen et al., 2011; Kirkman and Ro”
Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates (2010, methodology): “A 6-item 5-point scale, adopted from the Empowering Leadership Questionnaire developed by Arnold et al. (2000), was used to measure participative leadership behavior (1¼ strongly disagree; 5¼ strongly agree).”
Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams (2013, background): “Given its focus on sharing power with employees and emphasizing collaboration (Arnold et al., 2000; Manz & Sims, 1987), empowering leadership has been touted as particularly suited to meet the needs of leading teams of people (e.g., Kirkman & Rosen, 1999; Pearce et al., 2003).”
Paternalistic leadership and employee voice: Does information sharing matter? (2014, methodology): “The informing of empowering leadership behavior refers to the leader’s dissemination of company-wide information, such as mission and philosophy as well as other important information (Arnold et al., 2000).”
Does bureaucracy kill individual initiative? The impact of structure on organizational citizenship behavior in the hospitality industry (2008, background): “Rather, empowering leadership encompasses, among other things, information sharing with subordinates, coaching and participative decision making (Arnold et al., 2000).”
Empowering leadership, employee goal orientations and work performance (2014, background): “Considerable research has highlighted the importance of empowering leadership behavior for individual performance (Ahearne et al., 2005; Arnold et al., 2000; Pearce and Sims, 2002; Vecchio et al., 2010).”
Leadership empowering behaviour, psychological empowerment, organisational citizenship behaviours and turnover intention in a manufacturing division (2015, methodology): “The original instrument consisted of 17 items, but two items on information sharing were added from Arnold et al. (2000).”