@article{KearneyShemlavanKnippenbergetal.2019,
  author    = {Kearney, Eric and Shemla, Meir and van Knippenberg, Daan and Scholz, Florian A.},
  title     = {A paradox perspective on the interactive effects of visionary and empowering leadership},
  series = {Organizational Behavior and Human Decision Processes},
  volume    = {155},
  journal   = {Organizational Behavior and Human Decision Processes},
  publisher = {Elsevier},
  address   = {San Diego},
  issn      = {0749-5978},
  doi       = {10.1016/j.obhdp.2019.01.001},
  pages     = {20 -- 30},
  year      = {2019},
  abstract  = {In a multi-source, lagged design field study of 197 leader-follower dyads, we test a model that predicts positive interactive effects of visionary and empowering leadership on follower performance. Based on the paradox perspective, we argue that visionary and empowering leadership are synergistic in that their combination enables leaders to address a key paradox inherent to leader behavior identified by Waldman and Bowen (2016): Maintaining control while simultaneously letting go of control. We argue that visionary leadership addresses the former and empowering leadership addresses the latter pole of this pair of opposites. Hence, in line with paradox thinking, we posit that leaders will engender more positive effects on follower performance when they enact visionary and empowering leadership behaviors simultaneously and adopt a "both-and" approach, rather than focus on one of these behaviors without the other. Our results support our hypothesized interactive effect of visionary and empowering leadership on goal clarity, as well as a conditional indirect effect such that goal clarity mediates the interactive effect of visionary and empowering leadership on individual follower performance.},
  language  = {en}
}
@article{BiemannKearneyMarggraf2015,
  author    = {Biemann, Torsten and Kearney, Eric and Marggraf, Kathrin},
  title     = {Empowering leadership and managers' career perceptions: Examining effects at both the individual and the team level},
  series = {The leadership quarterly : an international journal of political, social and behavioral science},
  volume    = {26},
  journal   = {The leadership quarterly : an international journal of political, social and behavioral science},
  number    = {5},
  publisher = {Elsevier},
  address   = {New York},
  issn      = {1048-9843},
  doi       = {10.1016/j.leaqua.2015.03.003},
  pages     = {775 -- 789},
  year      = {2015},
  abstract  = {In a multilevel model of leadership behavior, we investigated whether and how empowering leadership affects individuals' career perceptions. We developed a conceptual model that links empowering leadership at the individual level and at the group level (mean as well as dispersion) to individuals' career self-efficacy and career satisfaction. To test our model, we used questionnaire data from a multilevel data set of 2493 employees in leadership positions nested in 704 teams from a large German corporation. Hierarchical linear regression analyses showed that empowering leadership at the individual level was positively related to career self-efficacy, which in turn mediated the relationship between empowering leadership and career satisfaction. Empowering leadership at the group level was positively related to career self-efficacy when it was conceptualized as leadership differentiation (i.e., the standard deviation of empowering leadership ratings), but not when it was conceptualized as leadership climate (i.e., mean empowering leadership ratings). Career self-efficacy in turn mediated the relationship between empowering leadership differentiation and career satisfaction. Finally, we found a negative relationship between empowering leadership. differentiation and career satisfaction. (C) 2015 Elsevier Inc. All rights reserved.},
  language  = {en}
}