Psychological and environmental empowerment: antecedents and consequences

By S. Meyerson, Theresa J. B. Kline. 2008

134 citations recorded by the source corpus.

Subfields: Applied Psychology, General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/df5051d7d531d80bc31a3f0c2757d733faeb0f71

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In Applied Psychology

In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Modeling team knowledge sharing and team flexibility: The role of within-team competition (2014, background): “, performance, commitment) (Aryee and Chen, 2006; Liden et al., 2000; Meyerson and Kline, 2008).”
An Empirical Study of the Relationship between Transformational Leadership, Empowerment and Organizational Commitment (2011, background): “Consequently, it may not be able to highlight the importance of mediating effect of employee empowerment in transformational leadership literature (Avolio et al., 2004; Kark et al., 2003; Meyerson & Kline, 2008).”
Relationships Among Perceived Supervisor Support, Psychological Empowerment and Employee Engagement in Indian Workplaces (2015, background): “…to perform their work successfully should feel more satisfied with their work, be more affectively committed to their organization, have lower intentions to quit, and also demonstrate more positive work performance than those with lower levels of psychological empowerment (Meyerson & Kline, 2008).”
Psychological Empowerment as a Mediator Between Teachers’ Perceptions of Authentic Leadership and Their Withdrawal and Citizenship Behaviors (2014, background): “Such teachers will be less inclined to be absent, late, or leave to teach at different schools than teachers who exhibit a low sense of psychological empowerment (Meyerson & Kline, 2008).”
Effect of authentic leadership on employee creativity in project-based organizations with the mediating roles of work engagement and psychological empowerment (2018, background): “Besides this, one more vital factor in the employee’s psychological empowerment is feeling autonomous in decision-making; employees of authentic leaders identify themselves as self-sufficient in making their own decisions (Conger & Kanungo, 2000; Meyerson & Kline, 2008).”
Influence of Transformational Leadership on Employees’ Innovative Work Behavior in Sustainable Organizations: Test of Mediation and Moderation Processes (2019, background): “Consequently, the employees may feel happier, safe, and encouraged to avail more time and energy, and would engage by emphasizing more on their work [112].”