The relationship between leadership and follower in-role performance and satisfaction with the leader: the mediating effects of empowerment and trust in the leader

By T. Bartram, Gian Marcus Casimir. 2007

330 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/67559fd2c3bf1a7b738265991774c1d460dc9161

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Empowering leadership: Construct clarification, conceptualization, and validation of a new scale (2014, background): “…be empowering in their nature (e.g., Kark, Shamir, & Chen, 2003; Keller & Dansereau, 1995; Vecchio et al., 2010), and since they have demonstrated significant associations with psychological empowerment in previous research (e.g., Aryee & Chen, 2006; Bartram & Casimir, 2007; Boudrias et al., 2009).”
Green HRM and psychological safety: how transformational leadership drives follower’s job satisfaction (2020, background): “…leadership and work satisfaction is in line with prior research suggesting that leadership shapes followers job satisfaction (Ahmad & Umrani, 2019; Alzomia et al., 2019; Asencio, 2016; Bartram & Casimir, 2007; Gilstrap & Collins, 2012; Liu et al., 2010; Yang, 2014; Yıldız & Şimşek, 2016).”
Psychopathic Leadership A Case Study of a Corporate Psychopath CEO (2017, unknown): “Transformational leadership research links, for example, job satisfaction with transformational leaders (Timothy and Gian 2007) and follower attitudes with transformational leadership (Barroso Castro et al.”
EFFECT OF LEADERSHIP DEVELOPMENT ON EMPLOYEE PERFORMANCE IN PAKISTAN (2016, background): “Further Bartram and Casimir (2007) reveal in their study that empowerment had significant positive correlations with both performance and satisfaction.”
An Empirical Study of the Relationship between Transformational Leadership, Empowerment and Organizational Commitment (2011, background): “This leadership style suits with the dynamic organizational environments (Bartram & Casimir, 2007; Hartog et al. 1997; Pillai et al., 1999; Twigg et al., 2008).”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “…et al., 2008), intention to quit (Avey et al., 2007), job satisfaction (Barroso Castro et al., 2008), leadership satisfaction, in-role performance (Bartram & Casimir, 2007), and organizational innovation—although somewhat surprisingly this last relationship was found to be negative (Jung et al.,…”
Employee empowerment: From managerial practices to employees' behavioral empowerment (2009, background): “Those studies show that PE is positively related to in-role performance ( Bartram and Casimir, 2007”
The influence of leader empowering behaviors and employee psychological empowerment on customer satisfaction (2014, background): “Leader empowering behaviors (LEB) Researchers have examined a leader’s role in employee empowerment (Conger and Kanungo, 1988; Konczak et al., 2000; Bartram and Casimir, 2007).”
Transformational Leadership and Job Satisfaction (2012, background): “For instance, transactional leadership[12], compensation system [13], contingent reward[14], employee empowerment[3], and trust[15].”