Directive versus Empowering Leadership: A Field Experiment Comparing Impacts on Task Proficiency and Proactivity

By Scott L. Martin, Hui Liao, E. Campbell. 2013

389 citations recorded by the source corpus.

Subfields: Artificial Intelligence, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/61e342b9751bc61fd9a1279fc4e06c610f907aac

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Citations in the corpus

Leveraging Leaders (2015, background): “Thus, leaders may be highly transformational without exhibiting any empowering leadership and vice versa (Bass, 1997; Martin et al., 2013).”
Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity (2020, background): “In addition, empowering leadership expresses confidence in its employees’ high performance and competence [19], provides autonomy, and allows employees to decide how to perform their work [28].”
Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance (2017, methodology): “This process of measurement assessment, translation, and back translation of established measurements has been widely applied to management research, including the area of leadership (Lee, Yun, & Srivastava, 2013; Martin et al., 2013; Zhang & Bartol, 2010).”
Transformational leadership, adaptability, and job crafting:the moderating role of organizational identification. (2017, background): “Employees are not only required to carry out the core tasks speci ﬁ ed in the job description, but are also expected to be more proactive in improving the status quo (Grant & Parker, 2009; Grif ﬁ n, Neal, & Parker, 2007; Martin, Liao, & Campbell, 2013).”
We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance (2020, background): “Directive leadership is defined as “leader behaviors that provide subordinates with specific guidance regarding goals, means of achieving goals, and performance standards” (Martin et al., 2013: 1374).”
The relationship between high performance work systems and employee proactive behaviour: role breadth self-efficacy and flexible role orientation as mediating mechanisms (2017, background): “1 Several authors highlight the relevance of RBSE in promoting employee proactive behaviour because employees need to be confident that they can be proactive and overcome obstacles (Strauss et al., 2009; Parker et al., 2010; Martin et al., 2013; Hwang et al., 2015).”
The relationship between perceived organizational support and proactive behaviour directed towards the organization (2016, background): “As stated by Myers and Hansen (2011), “a cross-lagged panel design can only suggest the possible direction of a cause and effect relationship between two behaviors” (p.”
Two faces of empowering leadership: Enabling and burdening (2016, background): “…research because it enables employees to increase effectiveness of their formal work roles by fostering autonomy and self-responsibilities (Kirkman & Rosen, 1999; Spreitzer, 1995) and further promoting proactive behaviors to alter and expand initial role cognition (Martin et al., 2013).”
Empowering leadership and employee creativity: A dual‐mechanism perspective (2018, background): “Accordingly, employees are provided with sufficient resources so that they have the necessary discretion and freedom to decide the time, pace, and method of completing their work (Martin et al., 2013).”