Two faces of empowering leadership: Enabling and burdening

By Minyoung Cheong, Seth M. Spain, Francis J. Yammarino, Seokhwa Yun. 2016

297 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/cf4e51a937c726e191bd0529e01df608102681f6

How researchers see this paper

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

In Demography

1. Minseop Kim
2. T. Beehr

In Organizational Behavior and Human Resource Management

1. Minseop Kim
2. T. Beehr
3. Matthew S. Prewett
4. P. Hao
5. Wei He
6. Isthofaina Astuty
7. Lirong Long
8. Udin Udin

Citations in the corpus

• Why and When Empowering Leadership Has Different Effects on Employee Work Performance: The Pivotal Roles of Passion for Work and Role Breadth Self-Efficacy (2018, background): “In a similar vein, researchers have also demonstrated that leaders’ high empowering behaviors may bring about work-induced tension for employees (Cheong et al., 2016) and work resistance (Maynard, Mathieu, Marsh, & Ruddy, 2007), which are all beneficial for employees’ obsessive passion.”
• The Effect of Perceived Organizational Support and Transformational Leadership on Affective Commitment and Employee Performance (2020, background): “Employees that have formed high-quality links with their leaders continue to produce higher rates of social care, benefits and high performance (Cheong et al., 2016; Eisenberger et al., 2014).”
• Employee Responses to Empowering Leadership: A Meta-Analysis (2018, background): “Only a few studies examined employee emotions relevant to empowering leadership, and most of them examined (reduced) negative emotions (e.g., Cheong et al., 2016), contrary to the studies of employee attitudes, which were mostly about (increased) positive attitudes.”