Empowering leadership, employee goal orientations and work performance
By S. I. W. Humborstad, Christina G. L. Nerstad, Anders Dysvik. 2014
124 citations recorded by the source corpus.
Subfields: Management Information Systems, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/57a7119c49043587a3476dae63ec17e82989a5e8
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management Information Systems
In Organizational Behavior and Human Resource Management
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): “Indeed, recent 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…”
- Employee Responses to Empowering Leadership: A Meta-Analysis (2018, background): “…and Zhou (2014; Study 2) Job performance (13 samples) Z. Chen et al. (2007) Cheong et al. (2016) Fong and Snape (2015) Harris et al. (2014; Study 2) Humborstad et al. (2014) Kim and Beehr (2017d) S. Lee et al. (2016) Luo, Liu, and Zhang (2016) Martin et al. (2013) Raub and Robert (2010) Sumpter et…”
- The Thin Line Between Empowering and Laissez-Faire Leadership: An Expectancy-Match Perspective (2018, methodology): “They were originally written in English but have been translated to Norwegian in previous research in which they were proven to show appropriate psychometric properties and validity (cf. Buch et al., 2014; Humborstad et al., 2014; Humborstad & Kuvaas, 2013).”