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Leader–follower risk orientation incongruence, intellectual stimulation, and creativity: A configurational approach
16 references·3 citing·50 second hop
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this work references cited by second hop

References

  • 1973Job Market Signaling16,329 cited
  • 1986Perceived organizational support.7,053 cited
  • 2010Signaling Theory: A Review and Assessment6,720 cited
  • 2003A perspective on judgment and choice: Mapping bounded rationality.5,537 cited
  • 2001A Scaled Difference Chi-Square Test Statistic for Moment Structure Analysis4,999 cited
  • 1993Toward a Theory of Organizational Creativity4,397 cited
  • 2004Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity.4,179 cited
  • 1999Why Differences Make a Difference: A Field Study of Diversity, Conflict and Performance in Workgroups3,358 cited
  • 1999Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership3,028 cited
  • 2003Predicting unit performance by assessing transformational and transactional leadership.3,024 cited
  • 1999Exploring the Black Box: An Analysis of Work Group Diversity, Conflict and Performance2,970 cited
  • 2009Ensuring Positiveness of the Scaled Difference Chi-square Test Statistic2,706 cited
  • 20088 Social Hierarchy: The Self‐Reinforcing Nature of Power and Status2,379 cited
  • 2007Leadership Behavior and Employee Voice: Is the Door Really Open?2,248 cited
  • 1988

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Field Methods in Cross-Cultural Research
2,113 cited
  • 1992Reconceptualizing the Determinants of Risk Behavior2,057 cited
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    • 2021Leader–subordinate congruence in power distance values and voice behaviour: A person–supervisor fit approach36 cited
    • 2022When Is Authoritarian Leadership Less Detrimental? The Role of Leader Capability22 cited
    • 2022I spoke up, did you hear? The impact of voice (in)congruence on employee-initiated constructive changes21 cited