Leveraging Leaders

By Payal Sharma, Bradley L Kirkman. 2015

286 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/786eb5457abe5273203da85864c2c02654547c2b

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Two faces of empowering leadership: Enabling and burdening (2016, background): “Even though the need to examine negative and unexpected aspects of empowering leadership has been voiced previously (Sharma & Kirkman, 2015), a conceptual framework which could explain those aspects sufficiently has not been suggested, inhibiting the comprehensive understanding of empowering…”
Empowering leadership and employee creativity: A dual‐mechanism perspective (2018, background): “As empowering leadership, by definition, seeks to create an empowering environment for employees, it makes logical sense to focus on empowering leadership as the antecedent of AI and AR (Sharma & Kirkman, 2015).”
Employee Responses to Empowering Leadership: A Meta-Analysis (2018, background): “However, these two leadership styles are different, because some subordinates, especially new employees, may perceive a high quality of the exchange relationship when leaders exhibit directive behaviors and assign goals or work without power sharing (Sharma & Kirkman, 2015).”
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): “…of empowering leadership because they are recognized as the two most vital outputs of employees that are required by organizations in today’s business world (He, Fehr, Yam, Long, & Hao, 2017) and because they have been widely studied in the empowering leadership literature (Sharma & Kirkman, 2015).”