Related references
Note: Only part of the references are listed.NAVIGATING BETWEEN HOME, HOST, AND GLOBAL: CONSEQUENCES OF MULTICULTURAL TEAM MEMBERS' IDENTITY CONFIGURATIONS
Yih-Teen Lee et al.
ACADEMY OF MANAGEMENT DISCOVERIES (2018)
Employee Responses to Empowering Leadership: A Meta-Analysis
Minseo Kim et al.
JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES (2018)
The effects of empowering leadership on psychological well-being and job engagement The mediating role of psychological capital
Jong Gyu Park et al.
LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL (2017)
A Century of Work Teams in the Journal of Applied Psychology
John E. Mathieu et al.
JOURNAL OF APPLIED PSYCHOLOGY (2017)
Leveraging Leaders: A Literature Review and Future Lines of Inquiry for Empowering Leadership Research
Payal Nangia Sharma et al.
GROUP & ORGANIZATION MANAGEMENT (2015)
Empowering Leadership, Psychological Empowerment and Employee Outcomes: Testing a Multi-level Mediating Model
Kai Hung Fong et al.
BRITISH JOURNAL OF MANAGEMENT (2015)
Beyond Motivation: Job and Work Design for Development, Health, Ambidexterity, and More
Sharon K. Parker
ANNUAL REVIEW OF PSYCHOLOGY, VOL 65 (2014)
Predicting meaning in work: Theory, data, implications
Tatjana Schnell et al.
JOURNAL OF POSITIVE PSYCHOLOGY (2013)
Relationship between leadership behaviors and performance The moderating role of a work team's level of age, gender, and cultural heterogeneity
Jens Rowold
LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL (2011)
HOW DOES TRUST AFFECT THE PERFORMANCE OF ONGOING TEAMS? THE MEDIATING ROLE OF REFLEXIVITY, MONITORING, AND EFFORT
Bart A. de Jong et al.
ACADEMY OF MANAGEMENT JOURNAL (2010)
Employees without a cause: The motivational effects of prosocial impact in public service
Adam M. Grant
INTERNATIONAL PUBLIC MANAGEMENT JOURNAL (2008)
The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions
Adam M. Grant
JOURNAL OF APPLIED PSYCHOLOGY (2008)
The moderating role of top management team interdependence: Implications for real teams and working groups
Murray R. Barrick et al.
ACADEMY OF MANAGEMENT JOURNAL (2007)
A multilevel study of leadership, empowerment, and performance in teams
Gilad Chen et al.
JOURNAL OF APPLIED PSYCHOLOGY (2007)
To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance
M Ahearne et al.
JOURNAL OF APPLIED PSYCHOLOGY (2005)
Autonomy and performance in teams: The multilevel moderating effect of task interdependence
CW Langfred
JOURNAL OF MANAGEMENT (2005)
Why does dissimilarity matter? Exploring self-categorization, self-enhancement, and uncertainty reduction
P Chattopadhyay et al.
JOURNAL OF APPLIED PSYCHOLOGY (2004)
Effects of task autonomy on performance: An extended model considering motivational, informational, and structural mechanisms
CW Langfred et al.
JOURNAL OF APPLIED PSYCHOLOGY (2004)
The impact of demographic heterogeneity and team leader-team member demographic fit on team empowerment and effectiveness
BL Kirkman et al.
GROUP & ORGANIZATION MANAGEMENT (2004)
Joint impact of interdependence and group diversity on innovation
GS Van der Vegt et al.
JOURNAL OF MANAGEMENT (2003)
Future work design research and practice: Towards an elaborated model of work design
SK Parker et al.
JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY (2001)
Share Paper
