Transformational leadership and followers' attitudes: the mediating role of psychological empowerment

By Carmen Barroso Castro, Ma Mar Villegas Periñan, Jose Carlos Casillas Bueno. 2008

208 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/98510e5afbec5fcf7ef3d9aa3d8b95b2383ba54a

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Psychopathic Leadership A Case Study of a Corporate Psychopath CEO (2017, unknown): “Transformational leadership research links, for example, job satisfaction with transformational leaders (Timothy and Gian 2007) and follower attitudes with transformational leadership (Barroso Castro et al. 2008).”
How Does Sustainable Leadership Influence Sustainable Performance? Empirical Evidence From Selected ASEAN Countries (2020, background): “Psychological empowerment works as a mediating mechanism by which transformational leadership get their employees to perform above and beyond their call of duty (Barroso Castro et al., 2008).”
Empowering leadership: Construct clarification, conceptualization, and validation of a new scale (2014, background): “In this regard Conger and Kanungo (1988) pointed out that managerial techniques and strategies that strengthen employees’ selfdetermination needs and self-efficacy beliefs will make them feel more powerful.”
Relationship between leadership styles and dimensions of employee organizational commitment: a critical review and discussion of future directions (2014, unknown): “In the majority of reported studies, transformational leadership has been considered as a single construct (Simosi & Xenikou, 2010; Castro et al., 2008, Walumbwa et al., 2005; Avolio et al., 2004).”
The impact of leadership style and employee empowerment on perceived organizational reputation (2013, background): “The findings are in line with previous literature on the positive association between transformational leadership and employees’ job attitude (e.g. Castro et al., 2008; Yukl, 1999; Rafferty and Griffin, 2006), satisfaction, organizational commitment (e.g. Castro et al., 2008; Rafferty and Griffin,…”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “These studies established that empowerment mediated the relationship of charismatic–transformational leadership with a range of outcomes: organizational commitment (Avolio et al., 2004; Barroso Castro et al., 2008), intention to quit (Avey et al., 2007), job satisfaction (Barroso Castro et al., 2008”
Transformational Leadership and Follower’s Unethical Behavior for the Benefit of the Company: A Two-Study Investigation (2013, background): “…levels of transformational leadership to be associated with higher levels of subordinates’ identification with the organization (Epitropaki and Martin 2005; Kark et al. 2003) and—closely related— subordinates’ affective commitment (Barroso Castro et al. 2008; Korek et al. 2010; Meyer et al. 2002).”