Toward a Contingency Model of Leadership and Psychological Empowerment: When Should Self-Leadership Be Encouraged?

By Jeffery D. Houghton, Steven K. Yoho. 2005

301 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/96f17a85dba28a343c37f7ee669be2ada56b73a6

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Linking leadership empowerment behavior to employee attitudes and behavioral intentions: testing the mediating role of psychological empowerment (2011, background): “In the past few decades, a complex set of socio-economic pressures, such as the intensifying global economic competition, advances in technology and the shift to a service-oriented economy, have forced organizations to shift towards more decentralized structures where employees are encouraged to tak”
Two decades of self‐leadership theory and research: Past developments, present trends, and future possibilities (2006, background): “Self-leadership proponents have often suggested relationships between self-leadership and creativity/innovation (e.g. DiLiello and Houghton, 2006; Houghton and Yoho, 2005; Manz and Sims, 2001).”
Employee adaptive performance and job satisfaction during organizational crisis: the role of self-leadership (2018, background): “…work suggesting that self-leadership should be encouraged in tasks having little time urgency (time urgency generates a sensation of high work load; Houghton & Yoho, 2005), it may have also happened that the characteristics of the private banking activity and the bank bailout have created a high…”
Are We On the Same Page? Effects of Self-Awareness of Empowering and Transformational Leadership (2008, background): “Several recent studies (Ahearne, Mathieu, & Rapp, 2005; Cohen et al., 1997; Ensley, Hmieleski, & Pearce, 2006; Houghton & Yoho, 2005; Manz & Sims, 1987; Pearce & Sims, 2002; Pearce, Yoo, & Alavi, 2004; Yun, Cox, & Sims, 2006; Yun, Faraj, & Sims, 2005) have recognized empowering leadership as…”
Empowering leadership: Construct clarification, conceptualization, and validation of a new scale (2014, methodology): “In fact, scholars (e.g., Houghton & Yoho, 2005; Manz & Sims, 2001) have suggested that subordinates develop relatively less dependence from EL compared with directive, transactional, and transformational leadership.”
Explaining factors affecting individual innovation: The case of producer group members in Thailand (2012, methodology): “Self-leadership theorists (e.g., DiLiello & Houghton, 2006; Houghton & Yoho, 2005; Neck & Houghton, 2006) have suggested that creativity and innovation are the predictable outcomes of individual self-leadership.”
Employee empowerment: extent of adoption and influential factors (2010, background): “) and organizations are moving towards decentralized, organic type organizational structures ( Houghton and Yoho, 2005”
Key questions regarding work engagement (2011, result): “More importantly, and consistent with arguments developed by Houghton and Yoho (2005), research needs to be conducted to determine the contingencies around which specific kinds of leadership style will result in different motivational, attitudinal, behavioural, and performance outcomes.”