The DOI matches its Crossref record; 3 of the 3 references it cites were found in a registry or an index.
The two faces of transformational leadership: Empowerment and dependency.
Abstract
Followers' identification with the leader and the organizational unit, dependence on the leader, and empowerment by the leader are often attributed to transformational leadership in organizations. However, these hypothesized outcomes have received very little attention in empirical studies. Using a sample of 888 bank employees working under 76 branch manages, the authors tested the relationships between transformational leadership and these outcomes. They found that transformational leadership was positively related to both followers' dependence and their empowerment and that personal identification mediated the relationship between transformational leadership and followers' dependence on the leader, whereas social identification mediated the relationship between transformational leadership and followers' empowerment. The authors discuss the implications of these findings to both theory and practice.
Overview
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
The self-check needs the paper’s full text.
Citations
Cites
Mixed-Effects Models in S and S-PLUS
(2001) · Technometrics · doi:10.1198/tech.2001.s574 · Cited by 9,278
IMPACT OF TRANSFORMATIONAL LEADERSHIP ON FOLLOWER DEVELOPMENT AND PERFORMANCE: A FIELD EXPERIMENT.
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002) · Academy of Management Journal · doi:10.2307/3069307 · Cited by 1,906
Self-citationCommon methods bias: does common methods variance really bias results?
Doty, D. H., & Glick, W. H. (1998) · Organizational Research Methods · doi:10.1177/109442819814002 · Cited by 1,380 · cited 1×
“Although researchers have shown that common method bias is rarely strong enough to invalidate research findings (e.g., Doty & Glick, 1998), replications and extensions of our findings using experimental and longitudinal designs are needed.”
Background
Cited by
Ethical leadership: A social learning perspective for construct development and testing
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2005.03.002 · Cited by 5,435
Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004) · The Leadership Quarterly · doi:10.1016/j.leaqua.2004.09.003 · Cited by 2,252
Leadership Behavior and Employee Voice: Is the Door Really Open?
Detert, J. R., & Burris, E. R. (2007) · Academy of Management Journal · doi:10.5465/amj.2007.26279183 · Cited by 2,250
Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011) · Group & Organization Management · doi:10.1177/1059601111401017 · Cited by 1,315
van Knippenberg, D., & Sitkin, S. B. (2013) · Academy of Management Annals · doi:10.5465/19416520.2013.759433 · Cited by 1,302
Kirkman, B. L., Chen, G., Farh, J.-L., Chen, Z. X., & Lowe, K. B. (2009) · Academy of Management Journal · doi:10.5465/amj.2009.43669971 · Cited by 1,094
Self-citationLeadership, creativity, and innovation: A critical review and practical recommendations
Hughes, D. J., Lee, A., Tian, A. W., Newman, A., & Legood, A. (2018) · The Leadership Quarterly · doi:10.1016/j.leaqua.2018.03.001 · Cited by 1,080
Kark, R., & Van Dijk, D. (2007) · Academy of Management Review · doi:10.5465/amr.2007.24351846 · Cited by 818
Self-citationOwens, B. P., & Hekman, D. R. (2012) · Academy of Management Journal · doi:10.5465/amj.2010.0441 · Cited by 778
Thriving at work: A meta‐analysis
Kleine, A., Rudolph, C. W., & Zacher, H. (2019) · Journal of Organizational Behavior · doi:10.1002/job.2375 · Cited by 606
Liu, W., Zhu, R., & Yang, Y. (2010) · The Leadership Quarterly · doi:10.1016/j.leaqua.2009.10.014 · Cited by 555
Bommer, W. H., Rich, G. A., & Rubin, R. S. (2005) · Journal of Organizational Behavior · doi:10.1002/job.342 · Cited by 522
Leadership and levels of analysis: A state-of-the-science review
Yammarino, F. J., Dionne, S. D., Uk Chun, J., & Dansereau, F. (2005) · The Leadership Quarterly · doi:10.1016/j.leaqua.2005.09.002 · Cited by 501
Babcock-Roberson, M. E., & Strickland, O. J. (2010) · The Journal of Psychology · doi:10.1080/00223981003648336 · Cited by 486
Transformational leadership in context: Face-to-face and virtual teams
Purvanova, R. K., & Bono, J. E. (2009) · The Leadership Quarterly · doi:10.1016/j.leaqua.2009.03.004 · Cited by 472
Leadership in applied psychology: Three waves of theory and research
Lord, R. G., Day, D. V., Zaccaro, S. J., Avolio, B. J., & Eagly, A. H. (2017) · Journal of Applied Psychology · doi:10.1037/apl0000089 · Cited by 461
Leroy, H., Anseel, F., Gardner, W. L., & Sels, L. (2015) · Journal of Management · doi:10.1177/0149206312457822 · Cited by 447
Yoshida, D. T., Sendjaya, S., Hirst, G., & Cooper, B. (2014) · Journal of Business Research · doi:10.1016/j.jbusres.2013.08.013 · Cited by 442
Principals' leadership and teachers' motivation: Self‐determination theory analysis
Eyal, O., & Roth, G. (2011) · Journal of Educational Administration · doi:10.1108/09578231111129055 · Cited by 388
Chen, Z., Zhu, J., & Zhou, M. (2015) · Journal of Applied Psychology · doi:10.1037/a0038036 · Cited by 356
Wang, H.-J., Demerouti, E., & Le Blanc, P. (2017) · Journal of Vocational Behavior · doi:10.1016/j.jvb.2017.03.009 · Cited by 313
Publishing in AMJ—Part 2: Research Design
Bono, J. E., & McNamara, G. (2011) · Academy of Management Journal · doi:10.5465/amj.2011.64869103 · Cited by 310
Leadership Styles: A Comprehensive Assessment and Way Forward
Fischer, T., & Sitkin, S. B. (2023) · Academy of Management Annals · doi:10.5465/annals.2020.0340 · Cited by 303
Johnson, R. E., Venus, M., Lanaj, K., Mao, C., & Chang, C.-H. (2012) · Journal of Applied Psychology · doi:10.1037/a0029043 · Cited by 291
Followership, leadership and social influence
Oc, B., & Bashshur, M. R. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.10.006 · Cited by 248
The role of transformational leadership in enhancing team reflexivity
Schippers, M. C., Den Hartog, D. N., Koopman, P. L., & van Knippenberg, D. (2008) · Human Relations · doi:10.1177/0018726708096639 · Cited by 215
Servant leadership versus transformational leadership in voluntary service organizations
Schneider, S. K., & George, W. M. (2011) · Leadership & Organization Development Journal · doi:10.1108/01437731111099283 · Cited by 210
Hill, N. S., Seo, M.-G., Kang, J. H., & Taylor, M. S. (2012) · Organization Science · doi:10.1287/orsc.1110.0662 · Cited by 203
Lapidot, Y., Kark, R., & Shamir, B. (2007) · The Leadership Quarterly · doi:10.1016/j.leaqua.2006.11.004 · Cited by 177
Self-citationServant Versus Authentic Leadership: Assessing Effectiveness in China’s Hospitality Industry
Ling, Q., Liu, F., & Wu, X. (2017) · Cornell Hospitality Quarterly · doi:10.1177/1938965516641515 · Cited by 168
Nohe, C., & Hertel, G. (2017) · Frontiers in Psychology · doi:10.3389/fpsyg.2017.01364 · Cited by 144
A 25-year perspective on levels of analysis in leadership research
Dionne, S. D., Gupta, A., Sotak, K. L., Shirreffs, K. A., Serban, A., Hao, C., Kim, D. H., & Yammarino, F. J. (2014) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.11.002 · Cited by 141
Transformational leadership and employee voices in the hospitality industry
Liang, T.-L., Chang, H.-F., Ko, M.-H., & Lin, C.-W. (2017) · International Journal of Contemporary Hospitality Management · doi:10.1108/ijchm-07-2015-0364 · Cited by 127
Duty orientation: Theoretical development and preliminary construct testing
Hannah, S. T., Jennings, P. L., Bluhm, D., Peng, A. C., & Schaubroeck, J. M. (2014) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2013.10.007 · Cited by 117
Nevicka, B., De Hoogh, A. H. B., Den Hartog, D. N., & Belschak, F. D. (2018) · Frontiers in Psychology · doi:10.3389/fpsyg.2018.00422 · Cited by 113
Wang, G., Van Iddekinge, C. H., Zhang, L., & Bishoff, J. (2019) · Journal of Applied Psychology · doi:10.1037/apl0000345 · Cited by 92
Tian, Q., Liu, Y., & Fan, J. (2015) · Journal of Management & Organization · doi:10.1017/jmo.2015.14 · Cited by 83
Berkovich, I., & Eyal, O. (2017) · Journal of Educational Administration · doi:10.1108/jea-07-2016-0072 · Cited by 71
Effects of servant leadership on work–family balance in China
Wang, M., Kwan, H. K., & Zhou, A. (2017) · Asia Pacific Journal of Human Resources · doi:10.1111/1744-7941.12122 · Cited by 60
Transformational leadership and change related voice behavior
Svendsen, M., & Joensson, T. S. (2016) · Leadership & Organization Development Journal · doi:10.1108/lodj-07-2014-0124 · Cited by 52
Transformational teaching and physical activity: A new paradigm for adolescent health promotion?
Morton, K. L., Keith, S. E., & Beauchamp, M. R. (2010) · Journal of Health Psychology · doi:10.1177/1359105309347586 · Cited by 33
Shaping employee green behavior: a multilevel approach with Pygmalion effect
Mo, Z., Liu, M. T., & Wu, P. (2022) · Asia Pacific Journal of Marketing and Logistics · doi:10.1108/apjml-07-2020-0473 · Cited by 24
Liu, X., Zheng, X., Zhang, Y., Liao, H., Harms, P. D., Qin, X., & Yu, Y. (2025) · Human Relations · doi:10.1177/00187267241251983 · Cited by 18
Metadata
- Authors
- Kark, R., Shamir, B., & Chen, G.
- Venue
- Journal of Applied Psychology
- Published
- 2003
- Volume
- 88
- Issue
- 2
- Pages
- 246-255
- ISSN
- 0021-9010 (ISSN-L)
- 1939-1854
- OpenAlex
- W2047008475
- Cited by
- 1,381
- References
- 3
- FWCI
- 41.38
- Type
- journal article
- Language
- en
- Open access
- closed
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
