Effects of empowering leadership on performance in management team

Hui‐Ling Tung · Yuhsuan Chang

83 citations0/0 files storedJournal of Chinese Human Resource Management

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Team Dynamics and Performance Job Satisfaction and Organizational Behavior Employee Performance and Leadership

Abstract

Purpose – The purpose of this paper is to extend an integrated model of the antecedents that help explain and predict team performance in relation to empowering leadership behaviors. To this end, the authors examine the intervening roles of knowledge sharing and team cohesion in the relationship between empowering leadership and performance in teams.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1999Psychological Safety and Learning Behavior in Work Teams 1995PSYCHOLOGICAL, EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT AND VALIDATION.1984Estimating within-group interrater reliability with and without response bias.1988The Empowerment Process: Integrating Theory and Practice 1990The Theory and Practice of Group Psychotherapy:2001A Temporally Based Framework and Taxonomy of Team Processes 1980Translation and content analysis of oral and written materials

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