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Consequences of Collective-Focused Leadership and Differentiated Individual-Focused Leadership
16 references·8 citing·38 second hop
Consequences of Collective-Focused Leadership and Differentiated Individual-Focused Leadership (2013)Consequences of Collective-Focused Leader…Sources of Method Bias in Social Science Research and Recommendations on How to Control It (2011)Sources of Method Bias in Soc…Social Exchange Theory: An Interdisciplinary Review (2005)Social Exchange Theory: An In…Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences (2002)Affective, Continuance, and N…Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives (1999)Cutoff criteria for fit index…Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective (1995)Relationship-based approach t…Testing Structural Equation Models. (1994)Testing Structural Equation M…Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors (1990)Transformational leader behav…From transactional to transformational leadership: Learning to share the vision (1990)From transactional to transfo…Structural equation modeling in practice: A review and recommended two-step approach. (1988)Structural equation modeling …Leadership and Performance beyond Expectations (1987)Leadership and Performance be…Factor Analysis and AIC (1987)Factor Analysis and AICPerceived organizational support. (1986)Perceived organizational supp…Research in Organizational Behavior (1984)Research in Organizational Be…Estimating within-group interrater reliability with and without response bias. (1984)Estimating within-group inter…Inequity In Social Exchange (1965)Inequity In Social ExchangeExchange and Power in Social Life. (1965)Exchange and Power in Social …Working in the Eye of the Pandemic: Local COVID-19 Infections and Daily Employee Engagement (2021)Working in the Eye of the Pan…Transformational Leadership and Voice: When Does Felt Obligation to the Leader Matter? (2021)Transformational Leadership a…Transformable? A multi-dimensional exploration of transformational leadership and follower implicit person theories (2020)Transformable? A multi-dimens…Following an Uneven Lead: Trickle-Down Effects of Differentiated Transformational Leadership (2020)Following an Uneven Lead: Tri…Career mentoring in context: A multilevel study on differentiated career mentoring and career mentoring climate (2017)Career mentoring in context: …Revisiting the mediating role of leader–member exchange in transformational leadership: the differential impact model (2016)Revisiting the mediating role…Unit-Focused and Individual-Focused Transformational Leadership: The Role of Middle Leaders in the Midst of Incremental Organizational Change (2014)Unit-Focused and Individual-F…To Guide or to Divide: The Dual-Side Effects of Transformational Leadership on Team Innovation (2014)To Guide or to Divide: The Du…Significance tests and goodness of fit in the analysis of covariance structures. (1980)Comparative fit indexes in structural models. 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this work references cited by second hop

References

  • 1999Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives108,592 cited
  • 1988Structural equation modeling in practice: A review and recommended two-step approach.41,858 cited
  • 2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It15,698 cited
  • 1994Testing Structural Equation Models.14,120 cited
  • 1965Exchange and Power in Social Life.13,624 cited
  • 1987Leadership and Performance beyond Expectations12,412 cited
  • 1965Inequity In Social Exchange10,813 cited
  • 1984Research in Organizational Behavior10,806 cited
  • 2005Social Exchange Theory: An Interdisciplinary Review10,051 cited
  • 1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective7,286 cited
  • 1986Perceived organizational support.7,053 cited
  • 2002Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences6,899 cited
  • 1990Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors5,622 cited
  • 1987Factor Analysis and AIC5,261 cited

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  • 1984Estimating within-group interrater reliability with and without response bias.4,773 cited
  • 1990From transactional to transformational leadership: Learning to share the vision4,695 cited
  • Cited by

    • 2017Career mentoring in context: A multilevel study on differentiated career mentoring and career mentoring climate62 cited
    • 2014To Guide or to Divide: The Dual-Side Effects of Transformational Leadership on Team Innovation59 cited
    • 2020Following an Uneven Lead: Trickle-Down Effects of Differentiated Transformational Leadership39 cited
    • 2016Revisiting the mediating role of leader–member exchange in transformational leadership: the differential impact model36 cited
    • 2021Working in the Eye of the Pandemic: Local COVID-19 Infections and Daily Employee Engagement34 cited
    • 2021Transformational Leadership and Voice: When Does Felt Obligation to the Leader Matter?31 cited
    • 2014Unit-Focused and Individual-Focused Transformational Leadership: The Role of Middle Leaders in the Midst of Incremental Organizational Change20 cited
    • 2020Transformable? A multi-dimensional exploration of transformational leadership and follower implicit person theories19 cited