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Leader–member exchange and organizational dehumanization: The role of supervisor’s organizational embodiment
16 references·10 citing·48 second hop
Leader–member exchange and organizational dehumanization: The role of supervisor’s organizational embodiment (2021)Leader–member exchange and organizational…Exchange and Power in Social Life (2017)Exchange and Power in Social …Why the items versus parcels controversy needn’t be one. (2013)Why the items versus parcels …What Reviewers Should Expect from Authors Regarding Common Method Bias in Organizational Research (2010)What Reviewers Should Expect …Common Method Bias in Regression Models With Linear, Quadratic, and Interaction Effects (2009)Common Method Bias in Regress…International encyclopedia of the social & behavioral sciences (2006)International encyclopedia of…Dehumanization: An Integrative Review (2006)Dehumanization: An Integrativ…Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Common method biases in behav…To Parcel or Not to Parcel: Exploring the Question, Weighing the Merits (2002)To Parcel or Not to Parcel: E…Perceived supervisor support: Contributions to perceived organizational support and employee retention. (2002)Perceived supervisor support:…CONSEQUENCES OF ABUSIVE SUPERVISION. (2000)CONSEQUENCES OF ABUSIVE SUPER…HELPING AND VOICE EXTRA-ROLE BEHAVIORS: EVIDENCE OF CONSTRUCT AND PREDICTIVE VALIDITY. (1998)HELPING AND VOICE EXTRA-ROLE …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…A three-component conceptualization of organizational commitment (1991)A three-component conceptuali…Moderating effects of initial leader-member exchange status on the effects of a leadership intervention. (1984)Moderating effects of initial…The measurement of experienced burnout (1981)The measurement of experience…Exchange and Power in Social Life. (1965)Exchange and Power in Social …Abusive supervision, dehumanization, knowledge hiding behavior and psychological capital – a daily diary method study (2024)Abusive supervision, dehumani…The Relationship Between Workplace Ostracism and Organizational Dehumanization: The Role of Need to Belong and its Outcomes (2023)The Relationship Between Work…Conceptualizing ethical leadership in Eastern cultural context and examining its impact on hotel employees’ voice behavior (2023)Conceptualizing ethical leade…Why and when does inclusive leadership evoke employee negative feedback-seeking behavior? (2022)Why and when does inclusive l…The Development of Prison Officers’ Job Satisfaction and its Impact on Depersonalization of Incarcerated Persons: The Role of Organizational Dehumanization (2022)The Development of Prison Off…For whom and why organizational dehumanization is linked to deviant behaviours (2022)For whom and why organization…Expatriates’ Embeddedness and Host Country Withdrawal Intention: A Social Exchange Perspective (2022)Expatriates’ Embeddedness and…Dysfunctional rules in organizations: The mediating role of organizational dehumanization in the relationship between red tape and employees’ outcomes (2022)Dysfunctional rules in organi…Dehumanizing organizations: insidious effects of having one’s human integrity denied at work (2022)Dehumanizing organizations: i…Explaining the Negative Consequences of Organizational Dehumanization (2021)Explaining the Negative Conse…Review of Psychometric theory (2nd ed.). (1979)Sample size in factor analysis. 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References

  • 2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.81,863 cited
  • 2017Exchange and Power in Social Life15,909 cited
  • 1981The measurement of experienced burnout14,480 cited
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  • 1991A three-component conceptualization of organizational commitment11,041 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
  • 2002To Parcel or Not to Parcel: Exploring the Question, Weighing the Merits6,539 cited
  • 2000CONSEQUENCES OF ABUSIVE SUPERVISION.3,803 cited
  • 1998HELPING AND VOICE EXTRA-ROLE BEHAVIORS: EVIDENCE OF CONSTRUCT AND PREDICTIVE VALIDITY.3,173 cited
  • 2002Perceived supervisor support: Contributions to perceived organizational support and employee retention.2,946 cited
  • 2006Dehumanization: An Integrative Review2,915 cited
  • 2009Common Method Bias in Regression Models With Linear, Quadratic, and Interaction Effects2,700 cited
  • 2010What Reviewers Should Expect from Authors Regarding Common Method Bias in Organizational Research2,401 cited
  • 2006International encyclopedia of the social & behavioral sciences1,947 cited

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  • 2013Why the items versus parcels controversy needn’t be one.1,601 cited
  • 1984Moderating effects of initial leader-member exchange status on the effects of a leadership intervention.1,229 cited
  • Cited by

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    • 2022The Development of Prison Officers’ Job Satisfaction and its Impact on Depersonalization of Incarcerated Persons: The Role of Organizational Dehumanization37 cited
    • 2022Dehumanizing organizations: insidious effects of having one’s human integrity denied at work29 cited
    • 2022Why and when does inclusive leadership evoke employee negative feedback-seeking behavior?29 cited
    • 2023The Relationship Between Workplace Ostracism and Organizational Dehumanization: The Role of Need to Belong and its Outcomes23 cited
    • 2024Abusive supervision, dehumanization, knowledge hiding behavior and psychological capital – a daily diary method study20 cited
    • 2023Conceptualizing ethical leadership in Eastern cultural context and examining its impact on hotel employees’ voice behavior14 cited
    • 2022Expatriates’ Embeddedness and Host Country Withdrawal Intention: A Social Exchange Perspective10 cited