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Leader and follower organizational identification: The mediating role of leader behaviour and implications for follower OCB
16 references·13 citing·37 second hop
Leader and follower organizational identification: The mediating role of leader behaviour and implications for follower OCB (2011)Leader and follower organizational identi…Organizational identification: A meta-analysis (2004)Organizational identification…Motivating Individuals and Groups at Work: A Social Identity Perspective on Leadership and Group Performance (2004)Motivating Individuals and Gr…The two faces of transformational leadership: Empowerment and dependency. (2003)The two faces of transformati…The Group Engagement Model: Procedural Justice, Social Identity, and Cooperative Behavior (2003)The Group Engagement Model: P…Organizational citizenship behavior and workplace deviance: The role of affect and cognitions. (2002)Organizational citizenship be…Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. (2000)Within-group agreement, non-i…Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? (1997)Does the transactional-transf…The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory (1993)The Motivational Effects of C…Alumni and their alma mater: A partial test of the reformulated model of organizational identification (1992)Alumni and their alma mater: …BEYOND SIMPLE DEMOGRAPHIC EFFECTS: THE IMPORTANCE OF RELATIONAL DEMOGRAPHY IN SUPERIOR-SUBORDINATE DYADS. (1989)BEYOND SIMPLE DEMOGRAPHIC EFF…Leadership and Performance beyond Expectations (1987)Leadership and Performance be…Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…Leadership in Organizations (1982)Leadership in OrganizationsLeadership in Organizations (1981)Leadership in OrganizationsTranslation and content analysis of oral and written materials (1980)Translation and content analy…The age of leadership: Meta‐analytic findings on the relationship between leader age and perceived leadership style and the moderating role of culture and industry type (2024)The age of leadership: Meta‐a…Abusive supervision and organizational citizenship behavior: A meta-analysis based on the perspective of multiple theories (2023)Abusive supervision and organ…Generation Z software employees turnover intention (2022)Generation Z software employe…Leader knowledge hiding and employee organizational identification in the Egyptian service industry (2021)Leader knowledge hiding and e…The Value of Speaking for “Us”: the Relationship Between CEOs’ Use of I- and We-Referencing Language and Subsequent Organizational Performance (2020)The Value of Speaking for “Us…Affiliative and aggressive humor in leadership and their effects on employee voice: a serial mediation model (2019)Affiliative and aggressive hu…Trickle-Down, Trickle-Out, Trickle-Up, Trickle-In, and Trickle-Around Effects: An Integrative Perspective on Indirect Social Influence Phenomena (2018)Trickle-Down, Trickle-Out, Tr…Situational Strength as a Moderator of the Relationship Between Organizational Identification and Work Outcomes (2018)Situational Strength as a Mod…Ethical leadership and organizational citizenship behaviours: the moderating role of organizational identification (2018)Ethical leadership and organi…Take it to the top: Imagined interactions with leaders elevates organizational identification (2017)Take it to the top: Imagined …The Differential Effects of Transformational Leadership on Multiple Identifications at Work: A Meta‐analytic Model (2016)The Differential Effects of T…Organizational Leaders’ and Staff Members’ Appraisals of Their Work Environment Within a Children’s Social Service System (2014)Organizational Leaders’ and S…Getting Followers to Transcend Their Self-Interest for the Benefit of Their Company: Testing a Core Assumption of Transformational Leadership Theory (2013)Getting Followers to Transcen…A circumplex model of affect. 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this work references cited by second hop

References

  • 1987Leadership and Performance beyond Expectations12,412 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers10,217 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers9,088 cited
  • 1992Alumni and their alma mater: A partial test of the reformulated model of organizational identification5,770 cited
  • 1981Leadership in Organizations5,252 cited
  • 1993The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory3,638 cited
  • 2000Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.3,573 cited
  • 1980Translation and content analysis of oral and written materials3,570 cited
  • 1982Leadership in Organizations2,718 cited
  • 2002Organizational citizenship behavior and workplace deviance: The role of affect and cognitions.2,151 cited
  • 2003The Group Engagement Model: Procedural Justice, Social Identity, and Cooperative Behavior2,100 cited
  • 1997Does the transactional-transformational leadership paradigm transcend organizational and national boundaries?2,064 cited
  • 2004Organizational identification: A meta-analysis1,807 cited
  • 1989BEYOND SIMPLE DEMOGRAPHIC EFFECTS: THE IMPORTANCE OF RELATIONAL DEMOGRAPHY IN SUPERIOR-SUBORDINATE DYADS.1,746 cited

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  • 2003The two faces of transformational leadership: Empowerment and dependency.1,383 cited
  • 2004Motivating Individuals and Groups at Work: A Social Identity Perspective on Leadership and Group Performance1,170 cited
  • Cited by

    • 2018Trickle-Down, Trickle-Out, Trickle-Up, Trickle-In, and Trickle-Around Effects: An Integrative Perspective on Indirect Social Influence Phenomena138 cited
    • 2013Getting Followers to Transcend Their Self-Interest for the Benefit of Their Company: Testing a Core Assumption of Transformational Leadership Theory53 cited
    • 2020The Value of Speaking for “Us”: the Relationship Between CEOs’ Use of I- and We-Referencing Language and Subsequent Organizational Performance51 cited
    • 2017Take it to the top: Imagined interactions with leaders elevates organizational identification47 cited
    • 2018Ethical leadership and organizational citizenship behaviours: the moderating role of organizational identification47 cited
    • 2019Affiliative and aggressive humor in leadership and their effects on employee voice: a serial mediation model47 cited
    • 2022Generation Z software employees turnover intention35 cited
    • 2016The Differential Effects of Transformational Leadership on Multiple Identifications at Work: A Meta‐analytic Model30 cited
    • 2018Situational Strength as a Moderator of the Relationship Between Organizational Identification and Work Outcomes28 cited
    • 2024The age of leadership: Meta‐analytic findings on the relationship between leader age and perceived leadership style and the moderating role of culture and industry type22 cited
    • 2023Abusive supervision and organizational citizenship behavior: A meta-analysis based on the perspective of multiple theories21 cited
    • 2021Leader knowledge hiding and employee organizational identification in the Egyptian service industry17 cited
    • 2014Organizational Leaders’ and Staff Members’ Appraisals of Their Work Environment Within a Children’s Social Service System13 cited