Leader-member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance

By Kenneth J. Harris, Anthony R. Wheeler, K. Kacmar. 2009

363 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/6ac285a59005a0b79b1e253a422096d72ea04192

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In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

Linking organizational trust with employee engagement: the role of psychological empowerment (2014, background): “For instance, Harris, Wheeler and Kacmar (2009) found that psychological empowerment moderated the relationships among leader-member exchange, job satisfaction, turnover intentions, supervisor-rated outcomes of job performance and organizational citizenship behaviors.”
Manager emotional intelligence and project success: The mediating role of job satisfaction and trust (2016, background): “In this regard, providing appropriate training programmes has been shown to be associated with increased job satisfaction (Harris et al., 2009).”
Entrepreneurship Education in a Poverty Context: An Empowerment Perspective (2019, background): “Higher levels of psychological empowerment also decrease the desire to exit an organization (Harris et al. 2009).”
Transformational leadership, employee engagement and performance: Mediating effect of psychological ownership (2011, background): “…intentions and outcomes depend on the power being given to employee, also the quality of relationship between hierarchal levels improve performance (Harris, Wheeler, and Kacmar, 2009) when behavior of employee is positive towards his own performance and his attitude is positive towards his…”
The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model (2013, background): “Although no published studies, to our knowledge, have examined leadership as a moderator of the relationship between engagement and employee behaviours, research in other domains has proposed that leadership moderates direct relationships, such as that between fairness perceptions and OCB (Johnson, ”
Leader–Member Exchange Theory (2010, background): “8.2 Empowering Employees The benefits for employees who develop high-quality leader–member relationships include preferential treatment, increased job-related communication, ample access to supervisors, and increased performance-related feedback (Harris et al., 2009).”
HOW LEADER–MEMBER EXCHANGE INFLUENCES EFFECTIVE WORK BEHAVIORS: SOCIAL EXCHANGE AND INTERNAL–EXTERNAL EFFICACY PERSPECTIVES (2011, neutral): “, 2003), supervisory influence tactics (Furst & Cable, 2008; Sparrowe, Soetjipto, & Kraimer, 2006), empowerment (Harris et al., 2009), Extraversion (Bauer, Erdogan, Liden, & Wayne, 2006), and locus of control (Elias, 2009).”