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Individual-focused transformational leadership and employee strengths use: the roles of positive affect and core self-evaluation
16 references·2 citing·46 second hop
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References

  • 2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.81,863 cited
  • 1988Development and validation of brief measures of positive and negative affect: The PANAS scales.32,408 cited
  • 1988Development and validation of brief measures of positive and negative affect: The PANAS scales.31,356 cited
  • 1970Back-Translation for Cross-Cultural Research14,051 cited
  • 2016Job demands–resources theory: Taking stock and looking forward.6,939 cited
  • 1990Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors5,622 cited
  • 1990From transactional to transformational leadership: Learning to share the vision4,695 cited
  • 1996Affective Events Theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work.3,562 cited
  • 2002Positive Emotions Trigger Upward Spirals Toward Emotional Well-Being2,652 cited
  • 2003THE CORE SELF‐EVALUATIONS SCALE: DEVELOPMENT OF A MEASURE2,008 cited
  • 1978Substitutes for leadership: Their meaning and measurement1,746 cited
  • 2001What is satisfying about satisfying events? Testing 10 candidate psychological needs.1,691 cited
  • 2004Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance1,670 cited

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  • 1989Lack of method variance in self-reported affect and perceptions at work: Reality or artifact?1,609 cited
  • 2011Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research1,315 cited
  • 2013A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board?1,300 cited
  • Cited by

    • 2023Nurturing the soul at work: unveiling the impact of spiritual leadership, interpersonal justice and voice behavior on employee intention to stay16 cited
    • 2022Cyberloafing to Escape From the “Devil”: Investigating the Impact of Abusive Supervision From the Third-Party Perspective12 cited