The two faces of transformational leadership: empowerment and dependency.

By R. Kark, Boas Shamir, Gilad Chen. Journal of Applied Psychology, 2003

1,454 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/cb29248cb55e2454a9666fbbf9f236d3a8068e80

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Citations in the corpus

Toward a Contingency Model of Leadership and Psychological Empowerment: When Should Self-Leadership Be Encouraged? (2005, background): “Kark, Shamir, and Chen (2003) found that transformational leadership was positively related to follower dependence as mediated by personal identification with the leader.”
Charismatic leadership, change and innovation in an R&D organization (2009, background): “Leaders influence how team members perceive themselves and they have the potential to influence their follower's sense of belonging ( Kark et al. , 2003”
Transformational Teaching and Adolescent Self‐Determined Motivation, Self‐Efficacy, and Intentions to Engage in Leisure Time Physical Activity: A Randomised Controlled Pilot Trial (2011, background): “Thus, based on theory (Bass, 1998) and previous research with adults within occupational settings (Dvir et al., 2002; Kark et al., 2003), we predicted that school students in the intervention condition would display higher levels of self-efficacy beliefs to complete the requisite within-class…”
Linking leadership empowerment behavior to employee attitudes and behavioral intentions: testing the mediating role of psychological empowerment (2011, background): “transformational and charismatic leadership ( Kark, Shamir & Chen, 2003; Thomas &”
Transformational leadership, adaptability, and job crafting:the moderating role of organizational identification. (2017, background): “It has been found that transformational leaders delegate more power to employees (e.g., Kark, Shamir, & Chen, 2003).”
Identification in Organizations: An Examination of Four Fundamental Questions (2008, background): “Kark, Shamir, and Chen (2003) found that the transformational leadership behaviors of midlevel bank managers predicted employees’ identification with their manager, which in turn predicted their dependence on their manager.”
Leadership, self, and identity: A review and research agenda (2004, background): “Adding further evidence from the field, Kark et al. (2003) found that transformational leadership was positively related to organizationbased self-esteem (i.e., self-esteem specific to the organizational setting).”
MODELING HOW TO GROW: AN INDUCTIVE EXAMINATION OF HUMBLE LEADER BEHAVIORS, CONTINGENCIES, AND OUTCOMES (2012, background): “…enables a leader to temper visionary, charismatic, or transformational approaches to influencing others so as to prevent the dark side of such approaches (i.e., overidentification [Kark et al., 2003]; “pseudo-” transformational leadership [Morris et al., 2005]; or abuse of power [Conger, 1990]).”