Empowering leadership and managers' career perceptions: Examining effects at both the individual and the team level
By Torsten Biemann, Eric Kearney, Kathrin Marggraf. 2015
96 citations recorded by the source corpus.
Subfields: Applied Psychology, Gender Studies, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/f8cd27286f86000bc4c61fd625a42eeeb893568e
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In Applied Psychology
In Gender Studies
In Organizational Behavior and Human Resource Management
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): “More important, it is also worthwhile to explore empowering leadership differentiation (Biemann et al., 2015; Li et al., 2015) to further explain the inconsistent effect of empowering leadership.”
- Empowering Leadership, Risk-Taking Behavior, and Employees’ Commitment to Organizational Change: The Mediated Moderating Role of Task Complexity (2020, background): “Empowering leadership makes employees feel confident and secure within the organization by allowing them to work autonomously and provides support for capacity development [18,61].”
- Employee Responses to Empowering Leadership: A Meta-Analysis (2018, background): “…1) Amundsen and Martinsen (2015; Study 2) Tekleab et al. (2008) Self-efficacy and organization-based self-esteem (9 samples) Ahearne et al. (2005) Biemann, Kearney, and Marggraf (2015) Cheong et al. (2016) Kim and Beehr (2016a) Kim and Beehr (2017a) Kwak (2011) S. Li et al. (2016) Zhang and…”