Psychological Empowerment as a Mediator Between Teachers’ Perceptions of Authentic Leadership and Their Withdrawal and Citizenship Behaviors

By Orly Shapira–Lishchinsky, Sigalit Tsemach. 2014

151 citations recorded by the source corpus.

Subfields: Clinical Psychology, Developmental and Educational Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/9551f8b41a17158b5f494b975d2bca1e2331b247

How researchers see this paper

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

In Clinical Psychology

In Developmental and Educational Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Antecedents and outcomes of authentic leadership across culture: A meta-analytic review (2021, background): “The positive effects of leadership on citizenship behaviors have been supported by numerous studies (Organ, Podsakoff & MacKenzie, 2006; Shapira-Lishchinsky & Tsemach, 2014).”
Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment (2020, background): “The followers of authentic leaders perceive themselves as autonomous in decision-making which is an important dimension of psychological empowerment (Shapira-Lishchinsky and Tsemach, 2014).”
Authentic leadership and teachers’ voice behaviour: The mediating role of psychological empowerment and moderating role of interpersonal trust (2020, methodology): “…outcomes of teachers’ multiple attitudes towards their job and multiple behaviours, for example, organizational citizenship and withdrawal behaviour (Shapira-Lishchinsky and Tsemach, 2014), psychological capital (Feng, 2016), work engagement (Kulophas et al., 2018; Wang and Bird, 2011), academic…”
How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model (2017, background): “Responses were recorded on a five-point Likert scale ranging from 1 for strongly disagree to 5 for strongly agree (e.g. Černe et al., 2013; Hsieh &Wang, 2015; Joo & Nimon, 2014; Shapira-Lishchinsky & Tsemach, 2014).”