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Self–other agreement in empowering leadership: Relationships with leader effectiveness and subordinates' job satisfaction and turnover intention

16 references·16 citing·41 second hopsampled

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References

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2007G*Power 3: A flexible statistical power analysis program for the social, behavioral, and biomedical sciences65,813 cited
1995PSYCHOLOGICAL, EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT AND VALIDATION.7,411 cited
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1978Men and Women of the Corporation6,352 cited
2000Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions4,907 cited
1984Estimating within-group interrater reliability with and without response bias.4,773 cited
2001The job satisfaction-job performance relationship: A qualitative and quantitative review.4,753 cited
1988The Empowerment Process: Integrating Theory and Practice4,310 cited
1993JOB SATISFACTION, ORGANIZATIONAL COMMITMENT, TURNOVER INTENTION, AND TURNOVER: PATH ANALYSES BASED ON META‐ANALYTIC FINDINGS4,108 cited
2000A Meta-Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium4,057 cited
2000Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.3,573 cited

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2002

Personality and leadership: A qualitative and quantitative review.

3,189 cited

1990Cognitive Elements of Empowerment: An "Interpretive" Model of Intrinsic Task Motivation3,161 cited

2010Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement3,041 cited

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