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Neuroleadership: Affective experiences in the workplace and their influence on employees’ evaluative judgements
16 references·0 citing·43 second hop
Neuroleadership: Affective experiences in the workplace and their influence on employees’ evaluative judgements (2023)Neuroleadership: Affective experiences in…Using the social exchange theory to explore the employee-organization relationship in the hospitality industry (2021)Using the social exchange the…Current workplace issues and behaviours in tourism and hospitality: moderating role of empowering leadership (2021)Current workplace issues and …Can ethical leadership inspire employee loyalty in hotels in China? -From the perspective of the social exchange theory (2021)Can ethical leadership inspir…Workplace events and employee creativity: A multistudy field investigation (2020)Workplace events and employee…We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance (2020)We have emotions but can’t sh…Offense is the best defense: the impact of workplace bullying on knowledge hiding (2020)Offense is the best defense: …Green HRM and psychological safety: how transformational leadership drives follower’s job satisfaction (2020)Green HRM and psychological s…Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms (2019)Do leadership styles promote …Effects of different leadership styles on hospitality workers (2018)Effects of different leadersh…Linking authentic leadership to subordinate behaviors (2017)Linking authentic leadership …Dual Tuning in a Supportive Context: Joint Contributions of Positive Mood, Negative Mood, and Supervisory Behaviors to Employee Creativity (2007)Dual Tuning in a Supportive C…Predicting unit performance by assessing transformational and transactional leadership. 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References

  • 1988Development and validation of brief measures of positive and negative affect: The PANAS scales.32,408 cited
  • 1965Exchange and Power in Social Life.13,771 cited
  • 1996Affective Events Theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work.3,562 cited
  • 2003Predicting unit performance by assessing transformational and transactional leadership.3,093 cited
  • 2007Dual Tuning in a Supportive Context: Joint Contributions of Positive Mood, Negative Mood, and Supervisory Behaviors to Employee Creativity956 cited
  • 2021Using the social exchange theory to explore the employee-organization relationship in the hospitality industry316 cited
  • 2018Effects of different leadership styles on hospitality workers212 cited
  • 2020Offense is the best defense: the impact of workplace bullying on knowledge hiding174 cited
  • 2020Green HRM and psychological safety: how transformational leadership drives follower’s job satisfaction151 cited
  • 2019Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms149 cited
  • 2020Workplace events and employee creativity: A multistudy field investigation133 cited
  • 2020We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance128 cited
  • 2017Linking authentic leadership to subordinate behaviors101 cited

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2001
Combinative aspects of leadership style
91 cited
  • 2021Can ethical leadership inspire employee loyalty in hotels in China? -From the perspective of the social exchange theory90 cited
  • 2021Current workplace issues and behaviours in tourism and hospitality: moderating role of empowering leadership77 cited
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