Effects of vice‐principals' psychological empowerment on job satisfaction and burnout

By Carsten C. Schermuly, René A. Schermuly, Bertolt Meyer. 2011

107 citations recorded by the source corpus.

Subfields: Education, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/e434e58a225db7f2df6333b07a7146a123e9b968

How researchers see this paper

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

In Education

1. H. Erkutlu
2. I. Berkovich
3. O. Eyal

In Organizational Behavior and Human Resource Management

1. H. Erkutlu
2. I. Berkovich
3. O. Eyal
4. J. Chafra
5. F. Ebrahim
6. Rusliza Yahaya
7. Jichul Jang
8. R. George

In Social Psychology

1. H. Erkutlu
2. I. Berkovich
3. O. Eyal
4. J. Chafra
5. Jichul Jang
6. F. Ebrahim
7. Rusliza Yahaya
8. R. George

Citations in the corpus

• Effects of trust and psychological contract violation on authentic leadership and organizational deviance (2013, background): “Because trusting employees believe that their exchange partners will not exploit them, they are likely to engage in voluntary, pro-organization behaviors (Schermuly et al., 2011; Dirks and Ferrin, 2002).”
• Educational Leaders and Emotions (2015, background): “In their study of 103 vice principals in Germany, Schermuly, Schermuly, and Meyer (2011) found that a decrease in four psychological empowerment dimensions led to the educational leaders’ emotional exhaustion (i.e., chronic state of emotional depletion).”