Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts
By Scott B. Dust, Christian J Resick, Mary B. Mawritz. 2014
219 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/9376ee79087606fabc17b8411f6df24a89ef561b
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In Organizational Behavior and Human Resource Management
Citations in the corpus
- Collective Efficacy: Linking Paternalistic Leadership to Organizational Commitment (2018, background): “According to previous research on leadership, the beneath psychological mechanisms is the backbone in understanding how leadership style works and functions (Avolio et al. 2004; Wu et al. 2010; Dust et al. 2014; Liao et al. 2016).”
- Does ethical leadership reduce turnover intention? The mediating effects of psychological empowerment and organizational identification (2020, background): “related outcomes such as job performance (Dust et al., 2014; Piccolo et al., 2010).”
- Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “As part of their scale development efforts, Walumbwa et al. (2008) found relationships between authentic leadership and OCBs, organizational commitment and follower satisfaction with supervisors, after controlling for transformational leadership (in one study) or ethical leadership (in another study”