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The Relationship between Perceived Toxic Leadership Styles, Leader Effectiveness, and Organizational Cynicism
16 references·1 citing·44 second hop
The Relationship between Perceived Toxic Leadership Styles, Leader Effectiveness, and Organizational Cynicism (2014)The Relationship between Perceived Toxic …Research design: Qualitative, quantitative, and mixed methods approaches, 3rd ed. (2009)Research design: Qualitative,…Research Design: Qualitative, Quantitative, and Mixed Methods Approaches (2009)Research Design: Qualitative,…Customer Experience Creation: Determinants, Dynamics and Management Strategies (2009)Customer Experience Creation:…G*Power 3: A flexible statistical power analysis program for the social, behavioral, and biomedical sciences (2007)G*Power 3: A flexible statist…Some Results on Mean Square Error for Factor Score Prediction (2006)Some Results on Mean Square E…Predicting unit performance by assessing transformational and transactional leadership. (2003)Predicting unit performance b…The job satisfaction-job performance relationship: A qualitative and quantitative review. (2001)The job satisfaction-job perf…Educational Research: Planning, Conducting, and Evaluating Quantitative and Qualitative Research (2001)Educational Research: Plannin…CONSEQUENCES OF ABUSIVE SUPERVISION. (2000)CONSEQUENCES OF ABUSIVE SUPER…Improving organizational effectiveness through transformational leadership (1995)Improving organizational effe…An Integrative Model Of Organizational Trust (1995)An Integrative Model Of Organ…What is coefficient alpha? An examination of theory and applications. (1993)What is coefficient alpha? An…Organizational culture and leadership (1993)Organizational culture and le…Improving Organizational Effectiveness through Transformational Leadership (1993)Improving Organizational Effe…Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors (1990)Transformational leader behav…Survey Research Methods. 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References

  • 2007G*Power 3: A flexible statistical power analysis program for the social, behavioral, and biomedical sciences65,813 cited
  • 2001Educational Research: Planning, Conducting, and Evaluating Quantitative and Qualitative Research25,504 cited
  • 1993Organizational culture and leadership16,462 cited
  • 1995An Integrative Model Of Organizational Trust15,026 cited
  • 2009Research Design: Qualitative, Quantitative, and Mixed Methods Approaches14,328 cited
  • 1993What is coefficient alpha? An examination of theory and applications.8,803 cited
  • 2009Research design: Qualitative, quantitative, and mixed methods approaches, 3rd ed.6,298 cited
  • 1990Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors5,622 cited
  • 1985Survey Research Methods.4,764 cited
  • 2001The job satisfaction-job performance relationship: A qualitative and quantitative review.4,753 cited
  • 2000CONSEQUENCES OF ABUSIVE SUPERVISION.3,803 cited
  • 1993Improving Organizational Effectiveness through Transformational Leadership3,340 cited
  • 2009Customer Experience Creation: Determinants, Dynamics and Management Strategies3,138 cited
  • 2003Predicting unit performance by assessing transformational and transactional leadership.3,024 cited

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  • 1995Improving organizational effectiveness through transformational leadership2,124 cited
  • 2006Some Results on Mean Square Error for Factor Score Prediction1,982 cited
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    • 2025Toxic Leadership and Turnover Intentions: Emotional Intelligence as a Moderator of This Relationship18 cited