Citation map · Study

SZodixStudyAcademic Library

Shelves Open access

Study · an open academic library·Metadata from OpenAlex (CC0)·Shelves·OpenAlex metadata, de-duplicated

Fostering Employee Trust via Effective Supervisory Communication during the COVID-19 Pandemic: Through the Lens of Motivating Language Theory

16 references·16 citing·37 second hopsampled

FromToDepth

this work references cited by second hop· second hop is a sample of the most-cited connections

References

2000The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior34,111 cited
1995The need to belong: Desire for interpersonal attachments as a fundamental human motivation.21,991 cited
2000Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions18,652 cited
1995An Integrative Model Of Organizational Trust15,026 cited
1995An Integrative Model of Organizational Trust10,705 cited
1998Not So Different After All: A Cross-Discipline View Of Trust10,264 cited
1995AFFECT- AND COGNITION-BASED TRUST AS FOUNDATIONS FOR INTERPERSONAL COOPERATION IN ORGANIZATIONS.7,320 cited
1959Motivation reconsidered: The concept of competence.5,681 cited
1985The general causality orientations scale: Self-determination in personality5,092 cited
2002Trust in leadership: Meta-analytic findings and implications for research and practice.3,545 cited
2015Common methods variance detection in business research3,335 cited
2017Self-Determination Theory in Work Organizations: The State of a Science3,195 cited
2001Need Satisfaction, Motivation, and Well-Being in the Work Organizations of a Former Eastern Bloc Country: A Cross-Cultural Study of Self-Determination1,890 cited
2004Intrinsic Need Satisfaction: A Motivational Basis of Performance and Weil‐Being in Two Work Settings 1

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

1,882 cited

2020COVID-19 and the workplace: Implications, issues, and insights for future research and action.1,720 cited

2009A Tale of Three Perspectives1,717 cited

Cited by

2022Teleworking: role of psychological well-being and technostress in the relationship between trust in management and employee performance60 cited
2022Fostering quality customer service during Covid-19: The role of managers’ oral language, employee work engagement, and employee resilience47 cited
2022Increasing employee advocacy through supervisor motivating language: The mediating role of psychological conditions41 cited
2022The influence of the psychological contract on employee engagement in a South African bank38 cited
2024Enhancing Job Performance: The Critical Roles of Well-Being, Satisfaction, and Trust in Supervisor38 cited
2023Constructing Care-Based Corporate Social Responsibility (CSR) Communication During the COVID-19 Pandemic: A Comparison of Fortune 500 Companies in China and the United States30 cited
2023Evolving approaches to employee engagement: comparing antecedents in remote work and traditional workplaces26 cited
2023Effect of supervisor-subordinate Guanxi on employees work behavior: An empirical dynamic framework25 cited
2022The Impact of CSR Perceptions on Employees’ Turnover Intention during the COVID-19 Crisis in China24 cited
2023The effect of dialogic competencies in internal communication and D&I-oriented leadership on relational outcomes with minority employees: focusing on the perspectives of Asian employees23 cited
2024Authentic Leadership, Motivating Language, Psychological Empowerment, and Work Engagement: A Serial Mediation Model22 cited
2025How ‘work from anywhere’ impacts knowledge hiding, distrust, and socialization: The role of knowledge infrastructure15 cited
2022Reducing Anxiety Through Workplace Communication During COVID-19: Who, What, When, and How14 cited
2023Effects of internal crisis communication during the COVID-19 pandemic: employee perceptions of communication quality, leadership and relational outcomes13 cited
2023The missing link in knowledge sharing: the crucial role of supervisor support- moderated mediated model11 cited
2025Leadership communication, employee engagement, and online communication behaviors during crises: evidence from Jordanian universities9 cited