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Social Power Bases: A Meta‐Anaiytic Examination of Interrelationships and Outcomes1

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References

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Cited by

2001A STRUCTURAL EQUATIONS MODEL OF LEADER POWER, SUBORDINATES' STYLES OF HANDLING CONFLICT, AND JOB PERFORMANCE226 cited
20012. Is it lonely at the top?: The independence and interdependence of power holders174 cited
2016Which Resources Matter How and Where? A Meta‐Analysis on Firms’ Foreign Establishment Mode Choice73 cited
2015The Prosocial Versus Proself Power Holder70 cited
2000The importance of the critical psychological states in the job characteristics model: A meta-analytic and structural equations modeling examination.67 cited
2014Performance feedback in the audit environment: A review and synthesis of research on the behavioral effects✩61 cited
2007RETRACTED: The relationship between brokers’ influence, strength of ties and NPD project outcomes in innovation‐driven horizontal networks57 cited
2017An asymmetric cross-cultural perspective on the mediating role of conflict management styles in expatriation50 cited
2011Social power as a means of increasing personal and organizational effectiveness: The mediating role of organizational citizenship behavior44 cited
2017Direct and Indirect Information System Use: A Multimethod Exploration of Social Power Antecedents in Healthcare38 cited
2014Ethics Matter: Moderating Leaders’ Power Use and Followers’ Citizenship Behaviors37 cited
2013Leader Behaviors as Mediators of the Leader Characteristics - Follower Satisfaction Relationship36 cited
2018Expanding horizons and expatriate adjustment33 cited
2012Heuristic Transfer in the Relationship Between Leadership and Employee Creativity33 cited
2011The effects of changing power and influence tactics on trust in the supervisor: A longitudinal field study32 cited
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