Empowering Leadership, Psychological Empowerment and Employee Outcomes: Testing a Multi‐Level Mediating Model

By K. Fong, E. Snape. 2015

239 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/85ed5cfb890aba48d5d5a80fb8d41bfc3a8c2561

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. Minseop Kim
2. T. Beehr
3. Matthew S. Prewett
4. J. Bester
5. L. V. Zyl
6. K. Jung
7. Suk Bong Choi
8. Seung-Wan Kang

In Strategy and Management

1. J. Bester
2. L. V. Zyl
3. Minseop Kim
4. Suk Bong Choi
5. T. Beehr
6. Seung-Wan Kang
7. Marius W. Stander

Citations in the corpus

• Leadership empowering behaviour, psychological empowerment, organisational citizenship behaviours and turnover intention in a manufacturing division (2015, background): “Research suggests that leaders who encourage creative thinking stimulate the manifestation of various positive individual and organisational outcomes (Fong & Snape, 2013), which in return cultivates a performance culture (Kontoghiorghes, 2014).”
• Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity (2020, background): “previous studies have treated empowering leadership simply as a positive factor affecting individual attitudes, such as self-efficacy, optimism, and job performance [18,89].”
• Employee Responses to Empowering Leadership: A Meta-Analysis (2018, background): “…Bartol (2010) Zhang and Zhou (2014; Study 1) Zhang and Zhou (2014; Study 2) Job performance (13 samples) Z. Chen et al. (2007) Cheong et al. (2016) Fong and Snape (2015) Harris et al. (2014; Study 2) Humborstad et al. (2014) Kim and Beehr (2017d) S. Lee et al. (2016) Luo, Liu, and Zhang (2016)…”
• Self-Efficacy and Psychological Ownership Mediate the Effects of Empowering Leadership on Both Good and Bad Employee Behaviors (2017, background): “…examining the impact of empowering leadership on contextual performance including deviant behaviors is scarce, although some studies have suggested positive relationships between empowering leadership and positive organizational citizenship behaviors (Fong & Snape, 2015; Raub & Robert, 2010).”