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Authentic Leadership, Traditionality, and Interactional Justice in the Chinese Context
16 references·0 citing·41 second hop
Authentic Leadership, Traditionality, and Interactional Justice in the Chinese Context (2014)Authentic Leadership, Traditionality, and…Leadership Behavior and Employee Voice: Is the Door Really Open? (2007)Leadership Behavior and Emplo…Authentic Leadership: Development and Validation of a Theory-Based Measure† (2007)Authentic Leadership: Develop…Authentic leadership development: Getting to the root of positive forms of leadership (2005)Authentic leadership developm…“Can you see the real me?” A self-based model of authentic leader and follower development (2005)“Can you see the real me?” A …Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors (2004)Unlocking the mask: a look at…Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Common method biases in behav…Organizational citizenship behavior and workplace deviance: The role of affect and cognitions. (2002)Organizational citizenship be…On the dimensionality of organizational justice: A construct validation of a measure. (2001)On the dimensionality of orga…Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions (2000)Multilevel Theory, Research, …INTEGRATING JUSTICE AND SOCIAL EXCHANGE: THE DIFFERING EFFECTS OF FAIR PROCEDURES AND TREATMENT ON WORK RELATIONSHIPS. (2000)INTEGRATING JUSTICE AND SOCIA…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…Cultures and Organizations: Software of the Mind. (1993)Cultures and Organizations: S…Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors (1990)Transformational leader behav…Research on Negotiation in Organizations (1990)Research on Negotiation in Or…Leadership in Organizations (1981)Leadership in OrganizationsSocial penetration: The development of interpersonal relationships (1973)Social penetration: The devel…Firm Resources and Sustained Competitive Advantage (1991)Self-Efficacy: The Exercise of Control (1999)Firm resources and sustained competitive advantage (2004)Ethical leadership: A review and future directions (2006)Leadership: Current Theories, Research, and Future Directions (2008)Servant Leadership: A Review and Synthesis (2010)A Paradigm for Developing Better Measures of Marketing Constructs (1979)Significance tests and goodness of fit in the analysis of covariance structures. 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(1991)Technology Acceptance Model 3 and a Research Agenda on Interventions (2008)Sources of Method Bias in Social Science Research and Recommendations on How to Control It (2011)Common Method Bias in PLS-SEM (2015)Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives (1999)Authentic leadership: A review of the literature and research agenda (2011)Principles and Practice of Structural Equation Modeling (2012)Structural equation modeling in practice: A review and recommended two-step approach. (1988)Comparative fit indexes in structural models. (1990)Alternative Ways of Assessing Model Fit (1992)Justice at the millennium: A meta-analytic review of 25 years of organizational justice research. (2001)Antecedents and consequences of employee engagement (2006)Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations (2007)SOME EXPLORATIONS IN INITIAL INTERACTION AND BEYOND: TOWARD A DEVELOPMENTAL THEORY OF INTERPERSONAL COMMUNICATION (1975)Trust in close relationships. (1985)A triangular theory of love. (1986)The Ripple Effect: Emotional Contagion and its Influence on Group Behavior (2002)THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. (2004)CONSEQUENCES OF INDIVIDUALS' FIT AT WORK: A META‐ANALYSIS OF PERSON–JOB, PERSON–ORGANIZATION, PERSON–GROUP, AND PERSON–SUPERVISOR FIT (2005)Personality and leadership: A qualitative and quantitative review. (2002)Ethical leadership: A social learning perspective for construct development and testing (2005)Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences (2002)Dimensionalizing Cultures: The Hofstede Model in Context (2011)
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References

  • 2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.81,863 cited
  • 1993Cultures and Organizations: Software of the Mind.17,698 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
  • 2001On the dimensionality of organizational justice: A construct validation of a measure.5,743 cited
  • 1990Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors5,622 cited
  • 2005Authentic leadership development: Getting to the root of positive forms of leadership5,469 cited
  • 1981Leadership in Organizations5,252 cited
  • 2000Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions4,907 cited
  • 2007Authentic Leadership: Development and Validation of a Theory-Based Measure†3,466 cited
  • 1973Social penetration: The development of interpersonal relationships2,836 cited
  • 2004Unlocking the mask: a look at the process by which authentic leaders impact follower attitudes and behaviors2,250 cited
  • 2007Leadership Behavior and Employee Voice: Is the Door Really Open?2,248 cited
  • 2005“Can you see the real me?” A self-based model of authentic leader and follower development2,205 cited

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  • 2002Organizational citizenship behavior and workplace deviance: The role of affect and cognitions.2,151 cited
  • 2000INTEGRATING JUSTICE AND SOCIAL EXCHANGE: THE DIFFERING EFFECTS OF FAIR PROCEDURES AND TREATMENT ON WORK RELATIONSHIPS.2,090 cited
  • 1990Research on Negotiation in Organizations1,866 cited
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