[1] Li, Y. and Wei, F. (2010) Evolution of Leadership Theory and Frontier Progress. Journal of Management, 4, 517-524.
[2] Manz, C.C. and Sims, H.P. (1990) Super Leadership. Berkeley Books, New York.
[3] Pearce, C.L., et al. (2003) Transactors, Transformers and beyond: A Multi-Method Development of a Theoretical Typology of Leadership. Journal of Management Development, 22, 273-307.
http://dx.doi.org/10.1108/02621710310467587
[4] Magee, J.C., et al. (2008) Power and the Objectification of Social Targets. Journal of Personality & Social Psychology, 95, 111-127.
http://dx.doi.org/10.1037/0022-3514.95.1.111
[5] Hakimi, N., et al. (2010) Leader Empowering Behavior: The Leader’s Perspective. British Journal of Management, 21, 701-716.
http://dx.doi.org/10.1111/j.1467-8551.2010.00703.x
[6] McClelland, D.C. (1975) Power: The Inner Experience. Vol. 95, Irvington Publishers, New York, 427-429.
[7] Bandura, A. and Gervone, D. (1986) Differential Engagement of Self-Reactive Influences in Cognitive Motivation. Organizational Behavior & Human Decision Processes, 38, 92-113.
http://dx.doi.org/10.1016/0749-5978(86)90028-2
[8] Ahearne, J.M., et al. (2005) To Empower or Not to Empower Your Sales Force? An Empirical Examination of Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance. Journal of Applied Psychology, 90, 945-955.
http://dx.doi.org/10.1037/0021-9010.90.5.945
[9] Conger, J.A. and Kanungo, R.N. (1988) The Empowerment Process: Integrating Theory and Practice. Academy of Management Review, 13, 471-482.
[10] Thomas, K.W. and Velthouse, B.A. (1990) Cognitive Elements of Empowerment: An “Interpretive” Model of Intrsic Task Motivation. Academy of Management Review, 15, 666-681.
[11] Spreitzer, G.M. (1995) Psychological Empowerment in the Work-Place: Dimensions, Measurement, and Validation. Academy of Management Journal, 38, 1442-1465.
http://dx.doi.org/10.2307/256865
[12] Thomas, K. and Tymon, W. (1994) Does Empowerment Always Work? Understanding the Role of Intrinsic Motivation and Personal Interpretation. Journal of Management Systems, 6, 1-13.
[13] Arnold, J.A., Arad, S., Rhoades, J.A. and Drasgow, F. (2000) The Empowering Leadership Questionnaire: The Construction and Validation of a New Scale for Measuring Leader Behaviors. Journal of Organizational Behavior, 21, 249-269.
http://dx.doi.org/10.1002/(SICI)1099-1379(200005)21:3<249::AID-JOB10>3.0.CO;2-#
[14] Konczak, L.J., Stelly, D.J. and Trusty, M.L. (2000) Defining and Measuring Empowering Leader Behaviors: Development of an Upward Feedback Instrument. Educational and Psychological Measurement, 60, 301-313.
http://dx.doi.org/10.1177/00131640021970420
[15] Lee, M. and Koh, J. (2001) Is Empowerment Really a New Concept? International Journal of Human Resource Management, 12, 684-695.
http://dx.doi.org/10.1080/713769649
[16] Wei, H.M. and Long, L.R. (2011) The Influence of Cognition and Emotional Trust, Sense of Power Distance and System Control on the Leadership Empowerment Behavior. Journal of Management Engineering, 5.
[17] Yang, Y., Long, L.R. and Zhou, L.F. (2010) Empowerment Risk Consideration and Empowerment Behavior: The Effect of Leadership—Member Exchange and Centralization Degree. Journal of Psychology, 42, 875-885.
[18] Offerman, L.R. and Hellmann, P.S. (1997) Culture’s Consequences for Leadership Behavior. Journal of Cross-Cultural Psychology, 28, 342-351.
http://dx.doi.org/10.1177/0022022197283008
[19] Liu, W.X., Liao, J.Q. and Huang, S.H. (2010) Uncertainty Avoidance, Work Burden and Leadership Empowerment Behavior: The Moderate Effect of Controlling Desire and Management Hierarchy. Nankai Management Review, 15, 4-12.
[20] Rosener, J.B. (1990) Ways Women Lead. Harvard Business Review, 68, 119-125.
[21] Eagly, A.H., Johannesen-Schmidt, M.C. and van Engen, M.L. (2003) Transformational, Transactional, and Laissez- Faire Leadership Styles: A Meta-Analysis Comparing Women and Men. Psychological Bulletin, 129, 569-591.
http://dx.doi.org/10.1037/0033-2909.129.4.569
[22] Slaughter, B.B. (2012) The Relationship between Leader Gender and Empowering Behavior. Dissertation, Fielding Graduate University, Santa Barbara.
[23] Raub, S. and Robert, C. (2010) Differential Effects of Empowering Leadership on In-Role and Extra-Role Employee Behaviors: Exploring the Role of Psychological Empowerment and Power Values. Human Relations, 63, 1743-1770.
http://dx.doi.org/10.1177/0018726710365092
[24] Gao, L., Janssen, O. and Shi, K. (2011) Leader Trust and Employee Voice: The Moderating Role of Empowering Leader Behaviors. The Leadership Quarterly, 22, 787-798.
http://dx.doi.org/10.1016/j.leaqua.2011.05.015
[25] Chen, G., Sharma, P.N., Edinger, S.K., Shapiro, D.L. and Farh, J.-L. (2011) Motivation and Demotivating Forces in Teams: Cross-Level Influence of Empowering Leadership and Relationship Conflict. Journal of Applied Psychology, 96, 541-557.
http://dx.doi.org/10.1037/a0021886
[26] Kirman, B.L. and Rosen, B. (1999) Beyond Self-Management: Antecedents and Consequences of Team Empowerment. Academy of Management Journal, 42, 58-74.
http://dx.doi.org/10.2307/256874
[27] Humborstad, S.W., Nerstad, C.G.L. and Dysvik, A. (2014) Empowering Leadership, Employee Goal Orientations and Work Performance: A Competing Hypothesis Approach. Personnel Review, 43, 246-271.
http://dx.doi.org/10.1108/PR-01-2012-0008
[28] Wellins, R.S., Byham, W. and Wilson, J. (1991) Empowered Teams: Creating Self-Directed Work Groups That Improve Quality, Productivity, and Participation. Jossey-Bass, San Francisco.
[29] Guzzo, R.A., et al. (1991) What Makes High-Performing Teams Effective? Unpublished Manuscript, University of Maryland, College Park.
[30] Gorn, G.J. and Kanungo, R.N. (1980) Job Involvement and Motivation: Are Intrinsically Motivated Managers More Job Involved? Organizational Behavior and Human Performance, 26, 265-277.
http://dx.doi.org/10.1016/0030-5073(80)90059-8
[31] Cordery, J.L., Mueller, W.S. and Smith, L.M. (1991) Attitudinal and Behavioral Effects of Autonomous Group Working: A Longitudinal Field Study. The Academy of Management Journal, 34, 464-476.
http://dx.doi.org/10.2307/256452
[32] Fong, K.H. and Snape, E. (2015) Empowering Leadership, Psychological Empowerment and Employee Outcomes: Testing a Multi-Level Mediating Model. British Journal of Management, 26, 126-138.
http://dx.doi.org/10.1111/1467-8551.12048
[33] Birdi, K., Clegg, C., Patterson, M., Robinson, A., Stride, C.B., Wall, T.D. and Wood, S.J. (2008) The Impact of Human Resource and Operational Management Practices on Company Productivity: A Longitudinal Study. Personnel Psychology, 61, 467-501.
http://dx.doi.org/10.1111/j.1744-6570.2008.00136.x
[34] Carmeli, A., Schaubroeck, J. and Tishler, A. (2011) How CEO Empowering Leadership Shapes Top Management Team Processes: Implications for Firm Performance. Leadership Quarterly, 22, 399-411.
http://dx.doi.org/10.1016/j.leaqua.2011.02.013