Taking Empowerment to the Next Level: A Multiple-Level Model of Empowerment, Performance, and Satisfaction

By S. Seibert, Seth R. Silver, W. Randolph. 2004

608 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f029db2d8046bdf3f2f0414356e2d17dc5db2a7f

How researchers see this paper

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

In Applied Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Management of innovation: role of psychological empowerment, work engagement and turnover intention in the Indian context (2012, unknown): “While examining the research in the fields of empowerment and innovation, the seminal work of Spreitzer (1995) states that conceptually innovative behaviour is a consequence of psychological empowerment.”
Exploring the impact of ethical leadership on job satisfaction and organizational commitment in public sector organizations: the mediating role of psychological empowerment (2019, result): “Job satisfaction is also considered as a sequel of psychological empowerment (Seibert et al. 2004; Spreitzer et al. 1997) while some recent studies confirm positive relationship and strong correlations between job satisfaction and all four aspects of psychological empowerment (Aydogmus et al.”
Employee Empowerment and Job Satisfaction in the U.S. Federal Bureaucracy (2015, background): “Empirical evidence from manufacturing, health care, public education, and higher education also shows a positive relationship between employee empowerment programs and job satisfaction (Davies et al., 2006; Fulford & Enz, 1995; Sarmiento et al., 2004; Seibert et al., 2004; Wu & Short, 1996).”
The impact of structural empowerment on individual well-being and performance: Taking agent preferences, self-efficacy and operational constraints into account (2010, background): “…have tried to link ‘macro’ (socio-structural) and ‘micro’ (psychological) approaches to empowerment (i.e. Ahearne et al., 2005; Kirkman and Rosen, 1999; Seibert et al., 2004) have tended to use cross-sectional field studies to demonstrate how perceptions of empowering practices/policies (i.e.…”
The influence of leader empowering behaviors and employee psychological empowerment on customer satisfaction (2014, background): “…employee outcomes such as job satisfaction (Konczak et al., 2000), organizational commitment Leader empowering behaviors 77 (Kim et al., 2012), and employee performance (Seibert et al., 2004), PE has not been linked directly or indirectly to organizational outcomes (e.g. customer satisfaction).”