A recent and growing number of studies examined how empowering leadership influences employee outcomes. At the individual level, we meta-analyzed 55 independent samples to determine the association between empowering leader behaviors and subordinates' responses. Results confirmed the positive links of empowering leadership with evaluations of the leader as well as with employee motivation and resources, attitudes, and performance; the strongest correlation was between empowering leadership and attitudes towards the leader (ρ = .59), whereas the weakest correlation was for empowering leadership with behavioral and performance outcomes (ρ = .31). However, the relationship of empowering leadership with subordinates' emotions was not significant. Examination of potential moderators, including rating sources, nationality of sample, gender, and industry, did not explain much of the heterogeneity in the results. In sum, findings highlight the potential benefit of empowering leadership for individual and organizational outcomes. Thus, more knowledge about what causes empowering leadership could be useful.

This study examined the potential effects of empowering leadership on followers' in-role performance and deviant behaviors via self-efficacy and psychological ownership over a threeweek period in a sample of 299 full-time employees working in the United States. Results from structural equation modeling demonstrated that empowering leadership was positively related to both self-efficacy and psychological ownership, which in turn were both negatively related to deviant behaviors. Alternative model comparisons and bootstrapping both confirmed the mediation effects of self-efficacy and psychological ownership. However, only one of the two mediators, self-efficacy, was positively related to followers' in-role performance. Together, these findings highlighted the important roles of self-efficacy and psychological ownership explaining why empowering leadership may result in followers' behaviors.

This study examined the effects of empowering leadership on employees' well-being and career outcomes through their job crafting behaviors over three time points during a two-month period.With 325 full-time employees, results from structural equation modeling demonstrated that empowering leadership was positively associated with employees' job crafting behaviors even after controlling for proactive personality. Job crafting resulted in lower levels of physical and depressive symptoms and higher levels of career satisfaction and commitment. Together, these findings highlight the role of empowering leadership in encouraging and facilitating job crafting behaviors of employees, which in turn leads to subjective career success as well as physical and psychological well-being.

Based on the conservation of resources theory and intrinsic motivation principles, this study examined the effects of empowering leadership on employees' positive and negative behaviors and well-being through two mediators, organization-based self-esteem and meaningful work, over an eight-week period. With 347 full-time employees, results from structural equation modeling demonstrated that empowering leadership was positively associated with organizationbased self-esteem and meaningful work. Organization-based self-esteem led to greater organizational citizenship behaviors and fewer deviant behaviors. Perceptions of meaningful work resulted in lower levels of emotional exhaustion and higher levels of life satisfaction. Together, these findings highlight the important roles of the two psychological states explaining why empowering leadership contributes to employees' favorable work behaviors and psychological well-being.

This study tested a mediation model in which empowering leadership was negatively related to three withdrawal behaviors: lateness, absenteeism, and turnover intention, with affective organizational commitment as a mediator. With 294 full-time US employees, results from structural equation modeling indicated that empowering leader behaviors at one time were positively related to estimates of affective organizational commitment at a second time, which in turn was negatively related to absenteeism and turnover intention at a final time. Additionally, no significant direct effect was found between empowering leadership and withdrawal behaviors, further supporting the mediation model. However, neither empowering leadership nor affective commitment influenced followers' lateness. Empowering leadership, which provides employees with autonomy and developmental support, may have a favorable effect on employees' decisions to attend and stay in the organization, as well as their affective reaction to the organization in the form of psychological commitment. This study extended prior research models by examining a full range of withdrawal behaviors in relation to empowering leadership and showed that commitment may explain why empowering leader behaviors can affect employees' retention decisions.

Based on the job demand-resource theory, this study examined the differential relationships of two types of job demands, challenge and hindrance stressors, with three outcomes: ill health, organizational citizenship behaviour, and work engagement. These relationships were mediated by two personal resources: psychological empowerment and organization-based self-esteem (OBSE). Data were collected at two separate points, 2 weeks apart. With 336 full-time U.S. employees, results from path analysis indicated that the challenge stressor, workload, was positively related to psychological empowerment and OBSE, both of which were in turn positively related to good work behaviours as well as negatively related to ill health, an indication that employees experienced physical symptoms and psychological strains. In contrast, hindrance stressors (role stressors and interpersonal conflict) showed the opposite patterns of relationships with these intermediate outcomes, resulting in less empowerment and OBSE. Overall, findings suggested that psychological empowerment and OBSE were important intrinsic motivational mechanisms through which some stressors (especially hindrance demands) can promote employees' favourable work behaviours as well as alleviate the negative health outcomes.

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The expression levels of anoctamin 1 (ANO1, TMEM16A), a calcium-activated chloride channel (CaCC), are significantly increased in several tumors, and inhibition of ANO1 is known to reduce cell proliferation and migration. Here, we performed cell-based screening of a collection of natural products and drug-like compounds to identify inhibitors of ANO1. As a result of the screening, idebenone, miconazole and plumbagin were identified as novel ANO1 inhibitors. Electrophysiological studies showed that idebenone, a synthetic analog of coenzyme Q10, completely blocked ANO1 activity in FRT cells expressing ANO1 without any effect on intracellular calcium signaling and CFTR, a cAMP-regulated chloride channel. The CaCC activities in PC-3 and CFPAC-1 cells expressing abundant endogenous ANO1 were strongly blocked by idebenone. Idebenone inhibited cell proliferation and induced apoptosis in PC-3 and CFPAC-1 cells, but not in A549 cells, which do not express ANO1. These data suggest that idebenone, a novel ANO1 inhibitor, has potential for use in cancer therapy.