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Jeffrey C. Kennedy · Study

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Jeffrey C. Kennedy

14 works· latest 2021· 3 institutionscluster: provisionalORCID 0000-0003-1515-9842

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i1012

Citations2,002

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Most cited in this library

Culture specific and cross-culturally generalizable implicit leadership theories1999 · 1,204 citations
The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: a meso approach2004 · 223 citations
Leadership in Malaysia: Traditional values, international outlook2002 · 171 citations
Rating leniency and halo in multisource feedback ratings: Testing cultural assumptions of power distance and individualism-collectivism.2011 · 113 citations
Examining the Preferences of Influence Tactics in Chinese Societies2003 · 49 citations

Works

14 shown

Managerial sensemaking of tensions in sustainability: Empirical evidence from Chinese and New Zealand business partnerships

Journal of Cleaner Production·2021·3 authors

23citations

Careers in cities: An interdisciplinary space for advancing the contextual turn in career studies

Human Relations·2020·4 authors·Open access

17citations

Who Wants to Be an Intrapreneur? Relations between Employees’ Entrepreneurial, Professional, and Leadership Career Motivations and Intrapreneurial Motivation in Organizations

Frontiers in Psychology·2017·7 authors·Open access

46citations

Rating leniency and halo in multisource feedback ratings: Testing cultural assumptions of power distance and individualism-collectivism.

Journal of Applied Psychology·2011·5 authors

113citations

Power Distance and Individualism as Cultural Determinants of Ethical Judgments

Journal of international business research·2005·3 authors

7citations

The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: a meso approach

Journal of International Business Studies·2004·15 authors·Open access

223citations

INFLUENCE TACTICS ACROSS TWELVE CULTURES

Advances in global leadership·2004·3 authors·chapter

33citations

Examining the Preferences of Influence Tactics in Chinese Societies

Organizational Dynamics·2003·4 authors

49citations

The Egalitarian Leader: A Comparison of Leadership in Australia and New Zealand

Asia Pacific Journal of Management·2003·3 authors

38citations

Managerial sex role stereotyping: a New Zealand perspective

Women in Management Review·2002·2 authors

33citations

Leadership in Malaysia: Traditional values, international outlook

Academy of Management Perspectives·2002·1 author

171citations

Leadership and culture in New Zealand

Lincoln University Research Archive (Lincoln University)·2000·1 author·report·Open access

40citations

Culture specific and cross-culturally generalizable implicit leadership theories

The Leadership Quarterly·1999·93 authors·Open access

1,204citations

Empowering employees through the performance appraisal process

International Journal of Public Administration·1995·1 author

5citations