To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance.

By Michael Ahearne, John E. Mathieu, Adam Rapp. Journal of Applied Psychology, 2005

1,215 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/dcd16c1c57927b0d6c4290e737d8f5a9600cc906

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Citations in the corpus

Differential effects of empowering leadership on in-role and extra-role employee behaviors: Exploring the role of psychological empowerment and power values (2010, methodology): “There are very few empirical investigations of the impact of empowering leadership on individual behavior (e.g. Ahearne et al., 2005; Zhang and Bartol, in press) and only the latter study investigated both ELBs and psychological empowerment simultaneously.”
Can Empowering Leaders Affect Subordinates’ Well-Being and Careers Because They Encourage Subordinates’ Job Crafting Behaviors? (2018, methodology): “…as delegating, encouraging initiative, fostering self-leadership skills, granting autonomy and authority, expressing confidence in high performance, and offering developmental support through coaching, modeling, and feedback (Ahearne et al., 2005; Amundsen & Martinsen, 2014; Arnold et al., 2000).”
Employee resilience and leadership styles: The moderating role of proactive personality and optimism. (2016, methodology): “…of dispositional variables in leaders’ efforts to develop resilience capability, the present study also highlights the importance of providing autonomy (e.g. decisionmaking discretion), clear direction on performance, and feedback on achievements in the form of recognition (Ahearne et al., 2005).”
Unpacking the relationship between empowering leadership and service-oriented citizenship behaviors: a multilevel approach (2014, positive): “For this reason, we argue that of all leadership types, empowering leadership, rather than transformational leadership, is the most relevant and effective in influencing service-oriented citizenship behaviors because it provides meaning and purpose to employees by offering them autonomy and the lati”
Effects of different leadership styles on hospitality workers (2019, methodology): “Empowering leadership was measured using the 12-item instrument from Ahearne et al. (2005). This instrument is divided into multi-item subscales measuring four dimensions: (1) greater significance of one’s job, (2) encouraging participatory decision-making processes, (3) exhibiting trust that employ”
Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research (2012, background): “In particular, Ahearne et al. (2005) show that leaders’ empowerment behaviors benefited highly experienced salespersons but, conversely, negatively impacted the performance of inexperienced salespersons.”
Empowering leadership, uncertainty avoidance, trust, and employee creativity: Interaction effects and a mediating mechanism (2014, background): “First, empowerment may be particularly effective for employees whose characteristics indicate relatively low levels of ‘‘readiness’’ or propensity for pursuing a focal activity (e.g., Ahearne et al., 2005).”
Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance (2017, background): “For example, Ahearne et al. (2005) demonstrated the interactive relationship whereby leadership empowerment behavior is differentially effective as a function of employees’ empowerment readiness.”
Moderation Effects of Power Distance on the Relationship Between Types of Empowerment and Employee Satisfaction (2013, methodology): “, Ahearne et al., 2005). With reference to the item selection principles suggested by Spreitzer (1995, p. 1450), the following criteria were used to select and adopt appropriate items: (a) Items should not bridge two or more types of empowerment, (b) items should share a common format for ease of ad”
Empowering supervision and service sabotage: a moderated mediation model based on conservation of resources theory. (2018, background): “…are confident in their capabilities (Xanthopoulou, Bakker, Demerouti, & Schaufeli, 2009), and their motivation to cope with a depressive work environment and accomplish difficult tasks may be triggered when supported with empowering supervision (Ahearne et al., 2005; Kirkman & Rosen, 1999).”
Affective Commitment, Participative Leadership, and Employee Innovation: A Multilevel Investigation (2019, background): “Indeed, there is wide theoretical and empirical evidence that, by including subordinates in decision-making processes, participative leaders contribute to the formation of a group environment that allows subordinates to have an influence on the organization, and that emphasizes their voluntary novel”
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, methodology): “These findings are not only consistent with prior observations that empowering leadership was more effective among employees with high empowerment role identity (Zhang & Bartol, 2010) and high empowerment readiness (Ahearne et al., 2005) but also extend the dualistic model of passion by showing that”
The impact of structural empowerment on individual well-being and performance: Taking agent preferences, self-efficacy and operational constraints into account (2010, methodology): “…we are aware of which examined the mediating effect of self-efficacy on the link between socio-structural empowerment and employee outcomes – those by Ahearne et al. (2005), Kirkman and Rosen (1999), and Seibert et al. (2004) – in that these researchers all found the effects of employee-perceived…”
Salesperson ambidexterity and customer satisfaction: examining the role of customer demandingness, adaptive selling, and role conflict (2017, background): “Recent studies support the positive effect that adaptive selling can have on different dimensions of customer satisfaction, such as satisfaction with suppliers (Román and Martín 2014) and satisfaction with the service/product (Ahearne, Mathieu, and Rapp 2005; Román and Iacobucci 2010).”