Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams

By Natalia M. Lorinkova, Matthew J Pearsall, H. P. Sims. 2013

401 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/c6689b12768a33640db0b2968ae07c276b904a89

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The Effect of Competences, Work Motivation, Learning Environment on Human Resource Performance (2021, background): “Students in obtaining and carrying out the learning process (Lorinkova et al., 2012).”
How Does Leader Humility Influence Team Performance? Exploring the Mechanisms of Contagion and Collective Promotion Focus (2016, neutral): “…the unique skills and abilities of team members could optimize team performance, because, when team members understand how they fit with the team (Kozlowski, Gully, Nason, & Smith, 1999; Mohammed, Klimoski, & Rentsch, 2000), the team performs better (Lorinkova, Pearsall, & Sims, 2013).”
Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance (2017, background): “Empowerment seems to be considered a good practice that always leads to better results, although some have suggested its potential negative effects (Ford & Fottler, 1995; Forrester, 2000; Honold, 1997; Lorinkova et al., 2013; Wilkinson, 1998).”
Leading and Working From Home in Times of COVID-19: On the Perceived Changes in Leadership Behaviors (2021, background): “When combined, these findings imply that at the level of leadership styles, two styles are especially relevant for WFH, namely directive leadership and empowering leadership (Lorinkova et al., 2013).”
Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity (2020, background): “Empowering leadership is defined as the act of a leader delegating authority to members and enhancing their autonomy and responsibility [21].”
Embracing Complexity: Reviewing the Past Decade of Team Effectiveness Research (2019, neutral): “…at least a moderating or covariate role in six meta-analyses and was positively associated with team safety and empowerment (Frazier et al.2017,Seibert incremental validity of team-member exchange and intrateam trust in predicting a variety of outcomes (Banks et al. 2014, De Jong et al. 2016).”
Empowering leadership and managers' career perceptions: Examining effects at both the individual and the team level (2015, background): “Nevertheless, in recent years there has been a surge of interest in the effects of empowering leadership behaviors (e.g., Ahearne, Mathieu, & Rapp, 2005; Chen et al., 2011; Lorinkova et al., 2013; Martin et al., 2013).”
Task and person-focused leadership behaviors and team performance: A meta-analysis (2016, neutral): “Empowering leadership is defined as “sharing power with subordinates and raising their level of autonomy and responsibility” (Lorinkova et al. 2013, p. 573).”