Self–other agreement in empowering leadership: Relationships with leader effectiveness and subordinates' job satisfaction and turnover intention ☆

By Stein Amundsen, Ø. Martinsen. 2014

127 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/6ca2248b50b8698cd0ee3568e000810212042f7d

How researchers see this paper

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

In Applied Psychology

1. Minseop Kim
2. T. Beehr

In Organizational Behavior and Human Resource Management

1. Minseop Kim
2. T. Beehr
3. Matthew S. Prewett

In Sociology and Political Science

1. Minseop Kim
2. T. Beehr
3. Staale Einarsen
4. N. Bowling

Citations in the corpus

• Employee Responses to Empowering Leadership: A Meta-Analysis (2018, background): “…by definition, empowering leadership also consists of giving subordinates a strong feeling of self-determination, trust, goal focus, self-confidence, and development support (Ahearne, Mathieu, & Rapp, 2005; Amundsen & Martinsen, 2014a; Konczak, Stelly, & Trusty, 2000; Manz & Sims, 1987).”
• Self-Efficacy and Psychological Ownership Mediate the Effects of Empowering Leadership on Both Good and Bad Employee Behaviors (2017, methodology): “More directly, empowering leaders should be familiar with their subordinates' capabilities and encourage the use of their competencies, which contributes to the development of subordinates' self-efficacy beliefs (Amundsen & Martinsen, 2014a).”