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The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance
16 references·16 citing·48 second hopsampled
The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance (2019)The influence of supervisor bottom-line m…A Critical Review and Best‐Practice Recommendations for Control Variable Usage (2015)A Critical Review and Best‐Pr…Identifying careless responses in survey data. (2012)Identifying careless response…A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange (2011)A Meta-Analysis of Antecedent…Relational Leadership Theory: Exploring the social processes of leadership and organizing (2006)Relational Leadership Theory:…Social Exchange Theory: An Interdisciplinary Review (2005)Social Exchange Theory: An In…Leader-Member Exchange as a Mediator of the Relationship Between Transformational Leadership and Followers' Performance and Organizational Citizenship Behavior (2005)Leader-Member Exchange as a M…Ethical leadership: A social learning perspective for construct development and testing (2005)Ethical leadership: A social …Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes (2005)Authentic leadership and euda…SOCIAL UNDERMINING IN THE WORKPLACE. (2002)SOCIAL UNDERMINING IN THE WOR…Retaliation in the workplace: The roles of distributive, procedural, and interactional justice. (1997)Retaliation in the workplace:…Factor analysis in the development and refinement of clinical assessment instruments. (1995)Factor analysis in the develo…On the Folly of Rewarding A, While Hoping for B. (1975)On the Folly of Rewarding A, …A vertical dyad linkage approach to leadership within formal organizations (1975)A vertical dyad linkage appro…Statistical significance in psychological research. (1968)Statistical significance in p…Exchange and Power in Social Life. (1965)Exchange and Power in Social …The Norm of Reciprocity: A Preliminary Statement (1960)The Norm of Reciprocity: A Pr…Supervisor to employee bottom-line mentality: The mediating role of moral disengagement and the moderating roles of organizational justice and self-efficacy (2025)Supervisor to employee bottom…When the victims fight back: the influence of workplace ostracism on employee knowledge sabotage behavior (2024)When the victims fight back: …Navigating digital waves: unveiling entrepreneurial leadership toward digital innovation and sustainable performance in the Chinese IT industry (2024)Navigating digital waves: unv…Trouble with big brother: Counterproductive consequences of electronic monitoring through the erosion of leader‐member social exchange (2023)Trouble with big brother: Cou…Too sleepy to be innovative? Ethical leadership and employee service innovation behavior: A dual-path model moderated by sleep quality (2023)Too sleepy to be innovative? …The effects of transformational leadership dimensions on employee performance in the hospitality industry in Malaysia (2022)The effects of transformation…Sharing or hiding? The influence of supervisor bottom-line mentality on employee knowledge behaviors (2022)Sharing or hiding? The influe…Linking supervisors’ bottom-line mentality to workplace cheating behavior: examining the mediating and moderating role of organizational cynicism and moral identity (2022)Linking supervisors’ bottom-l…How and When Perceptions of Top Management Bottom-Line Mentality Inhibit Supervisors’ Servant Leadership Behavior (2022)How and When Perceptions of T…Effect of Enterprise Social Media on Employee Creativity: Social Exchange Theory Perspective (2022)Effect of Enterprise Social M…The mixed blessing of supervisor bottom-line mentality: examining the moderating role of gender (2021)The mixed blessing of supervi…Is the bottom line reached? An exploration of supervisor bottom-line mentality, team performance avoidance goal orientation and team performance (2021)Is the bottom line reached? A…Being Treated as an Instrument: Consequences of Instrumental Treatment and Self-Objectification on Task Engagement and Performance (2021)Being Treated as an Instrumen…Thriving at work but insomniac at home: Understanding the relationship between supervisor bottom-line mentality and employee functioning (2020)Thriving at work but insomnia…Supervisor bottom-line mentality, workaholism, and workplace cheating behavior: the moderating effect of employee entitlement (2020)Supervisor bottom-line mental…It is all about the bottom line: Group bottom‐line mentality, psychological safety, and group creativity (2020)It is all about the bottom li…Statistical principles in experimental design. (1962)The Social Psychology of Organizations. (1979)Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? (1991)A META‐ANALYTIC REVIEW OF ATTITUDINAL AND DISPOSITIONAL PREDICTORS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR (1995)Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement (2010)BEYOND SIMPLE DEMOGRAPHIC EFFECTS: THE IMPORTANCE OF RELATIONAL DEMOGRAPHY IN SUPERIOR-SUBORDINATE DYADS. (1989)Organizational Theories: Some Criteria for Evaluation (1989)HELPING AND VOICE EXTRA-ROLE BEHAVIORS: EVIDENCE OF CONSTRUCT AND PREDICTIVE VALIDITY. (1998)Psychological Capital: An Evidence-Based Positive Approach (2017)Surveying the forest: A meta‐analysis, moderator investigation, and future‐oriented discussion of the antecedents of voluntary employee turnover (2017)Addressing Endogeneity in International Marketing Applications of Partial Least Squares Structural Equation Modeling (2018)The Structure of Scientific Revolutions (1963)The Strength of Weak Ties (1973)The Constitution of Society. 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this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1965Exchange and Power in Social Life.13,624 cited
  • 1960The Norm of Reciprocity: A Preliminary Statement11,995 cited
  • 2005Social Exchange Theory: An Interdisciplinary Review10,051 cited
  • 2005Ethical leadership: A social learning perspective for construct development and testing5,427 cited
  • 1995Factor analysis in the development and refinement of clinical assessment instruments.3,968 cited
  • 2012Identifying careless responses in survey data.3,840 cited
  • 1975A vertical dyad linkage approach to leadership within formal organizations2,886 cited
  • 1997Retaliation in the workplace: The roles of distributive, procedural, and interactional justice.2,288 cited
  • 2006Relational Leadership Theory: Exploring the social processes of leadership and organizing1,970 cited
  • 2015A Critical Review and Best‐Practice Recommendations for Control Variable Usage1,729 cited
  • 2011A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange1,622 cited
  • 1975On the Folly of Rewarding A, While Hoping for B.1,584 cited
  • 2002SOCIAL UNDERMINING IN THE WORKPLACE.1,491 cited
  • 2005Leader-Member Exchange as a Mediator of the Relationship Between Transformational Leadership and Followers' Performance and Organizational Citizenship Behavior1,371 cited

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

  • 1968Statistical significance in psychological research.1,350 cited
  • 2005Authentic leadership and eudaemonic well-being: Understanding leader–follower outcomes1,267 cited
  • Cited by

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    • 2023Too sleepy to be innovative? Ethical leadership and employee service innovation behavior: A dual-path model moderated by sleep quality83 cited
    • 2021Being Treated as an Instrument: Consequences of Instrumental Treatment and Self-Objectification on Task Engagement and Performance69 cited
    • 2021Is the bottom line reached? An exploration of supervisor bottom-line mentality, team performance avoidance goal orientation and team performance68 cited
    • 2020Supervisor bottom-line mentality, workaholism, and workplace cheating behavior: the moderating effect of employee entitlement59 cited
    • 2022How and When Perceptions of Top Management Bottom-Line Mentality Inhibit Supervisors’ Servant Leadership Behavior48 cited
    • 2022Effect of Enterprise Social Media on Employee Creativity: Social Exchange Theory Perspective47 cited
    • 2021The mixed blessing of supervisor bottom-line mentality: examining the moderating role of gender47 cited
    • 2023Trouble with big brother: Counterproductive consequences of electronic monitoring through the erosion of leader‐member social exchange41 cited
    • 2022The effects of transformational leadership dimensions on employee performance in the hospitality industry in Malaysia39 cited
    • 2022Linking supervisors’ bottom-line mentality to workplace cheating behavior: examining the mediating and moderating role of organizational cynicism and moral identity34 cited
    • 2024When the victims fight back: the influence of workplace ostracism on employee knowledge sabotage behavior28 cited
    • 2022Sharing or hiding? The influence of supervisor bottom-line mentality on employee knowledge behaviors28 cited
    • 2024Navigating digital waves: unveiling entrepreneurial leadership toward digital innovation and sustainable performance in the Chinese IT industry24 cited
    • 2025Supervisor to employee bottom-line mentality: The mediating role of moral disengagement and the moderating roles of organizational justice and self-efficacy23 cited