The Antecedents and Consequences of Psychological Empowerment: The Case of Taiwan's Hotel Companies

By Chun-Fang Chiang, S. Jang. 2008

144 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ca1cb5f429dda39ec411baf0b8e8e8e3ccf55816

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Does ethical leadership reduce turnover intention? The mediating effects of psychological empowerment and organizational identification (2020, background): “…empowerment Psychological empowerment and turnover intention It can be argued that employee empowerment elicits positive feelings such as trust (Spreitzer, 1996), satisfaction (Chiang & Jang, 2008), and organizational commitment (Kim & Fernandez, 2015; Kim, Lee, Murrmann, & George, 2012).”
Transformational vs transactional leadership: which is better? (2013, background): “Both leadership styles have been found to be associated with such outcome variables as organizational justice (Chiang and Jang, 2008; Pillai et al., 1999), trust (Chiang and Jang, 2008), the organizational commitment of subordinates (Chiang and Jang, 2008; Uen et al.”
The impact of leader's humor on employees' psychological empowerment: the moderating role of tenure (2011, background): “Recently, there has been a growing research body regarding the antecedents of psychological empowerment (Bordin et al., 2007; Chiang and Jang, 2008; Koberg et al., 1999).”
Tour leaders’ job crafting and job outcomes: The moderating role of perceived organizational support (2016, background): “Numerous studies have indicated that job satisfaction, organizational commitment, and job performance are critical indicators of employees’ job outcomes (Chiang & Jang, 2008; Cho & Johanson, 2008; Karatepe & Kilic, 2009; Zhang, Wang, & Shi, 2012).”
The influence of leader empowering behaviors and employee psychological empowerment on customer satisfaction (2014, background): “Hospitality research has found positive relationships between PE and job satisfaction among hotel workers (Chiang and Jang, 2008), restaurant workers (Gazzoli et al., 2010), and US hotel managers (Salazar et al., 2006) and between PE and OC among hotel employees (Chiang and Jang, 2008) and upscale…”
Frontline hotel employees’ psychological capital, trust in organization, and their effects on nonattendance intentions, absenteeism, and creative performance (2018, background): “In a past empirical investigation, Chiang and Jang (2008) reported that leadership positively influencedmanagerial trust, which in turn stimulated psychological empowerment among hotel employees in Taiwan.”
Motivational Effects of Empowerment on Employees’ Organizational Commitment (2012, background): “Research in the hospitality area has studied psychological empowerment and found its positive effects on job satisfaction of hotel workers in Taiwan (Chiang and Jang 2008), restaurant workers in the United States (Gazzoli, Hancer, and Park 2010), and hotel managers in the United States (Salazar,…”