Linking Empowering Leadership to Job Satisfaction, Work Effort, and Creativity

By Stein Amundsen, Ø. Martinsen. 2015

347 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5ff631a79103f9bd50db320a016877f72926934c

How researchers see this paper

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

In Demography

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Self-Efficacy and Psychological Ownership Mediate the Effects of Empowering Leadership on Both Good and Bad Employee Behaviors (2017, background): “…alike, because of its potential to have positive effects on important work outcomes such as creativity, job satisfaction, citizenship behavior, and turnover intentions (Amundsen & Martinsen, 2015; Dewettinck & van Ameijde, 2011; Fong & Snape, 2015; Raub & Robert, 2010; Zhang & Bartol, 2010).”
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): “…& Rapp, 2005; Amundsen & Martinsen, 2014; Harris, Li, Boswell, Zhang, & Xie, 2014; Vecchio, Justin, & Pearce, 2010) but also creative performance (Amundsen & Martinsen, 2015; Harris et al., 2014; Zhang & Bartol, 2010; Zhang & Zhou, 2014), which emphasizes the generation of novel and useful ideas…”
Transformational leadership and innovation: the mediating role of knowledge sharing amongst higher education faculty (2019, background): “Amundsen and Martinsen (2015) examining a Norwegian healthcare provider identified strong links between transformational leadership facilitating self-leadership, and the positive impact on employee innovation and creativity.”
Leadership behavior and employee well-being: An integrated review and a future research agenda (2018, methodology): “This was followed by forms of relational-oriented leadership behaviors such as empowerment leadership (e.g., Amundsen & Martinsen, 2015).”
Empathetic Leadership: How Leader Emotional Support and Understanding Influences Follower Performance (2018, result): “All these results align with a broader set of studies that test or propose increased positive affect in workers lead to greater creative efforts, and that leader behavior can increase these affective states (Amundsen & Martinsen, 2015; Devendhiran & Wesley, 2017).”
Impact of ethical leadership on creativity: the role of psychological empowerment (2017, positive): “…as well as, a negative relationship between controlling/authoritative leadership and employee creativity (Amabile, Schatzel, Moneta, & Kramer, 2004; Amundsen & Martinsen, 2015; Bryant, 2003; Gupta & Singh, 2015; Jung, Chow, & Wu, 2003; McMahon & Ford, 2012; Shin & Zhou, 2003; Tierney & Farmer,…”
Organization-Based Self-Esteem and Meaningful Work Mediate Effects of Empowering Leadership on Employee Behaviors and Well-Being (2018, background): “Accordingly, many studies showed that a higher level of empowering leadership leads to positive employee outcomes, such as job satisfaction (e.g., Amundsen & Martinsen, 2015), engagement (e.g., Tuckey, Bakker, & Dollard, 2012), performance (e.g., Sumpter, Gibson, & Porath, 2017), and career success…”