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Culturally-Shaped Mindsets of Authoritarian Leadership: Power Motivation and Effectiveness Belief Promoted by Power Distance
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For the Good or the Bad? Interactive Effects of Transformational Leadership with Moral and Authoritarian Leadership Behaviors
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The social role theory of unethical leadership
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Leader-member exchange and organizational citizenship behaviors: Contextual effects of leader power distance and group task interdependence
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Benevolence-dominant, authoritarianism-dominant, and classical paternalistic leadership: Testing their relationships with subordinate performance
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Whatever it takes: Leaders' perceptions of abusive supervision instrumentality
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Benevolence and authority as WEIRDly unfamiliar: A multi-language meta-analysis of paternalistic leadership behaviors from 152 studies
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Biased assimilation and attitude polarization: The effects of prior theories on subsequently considered evidence.
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The role of the situation in leadership.
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A personality trait-based interactionist model of job performance.
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Common method biases in behavioral research: A critical review of the literature and recommended remedies.
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Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs.
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Power, approach, and inhibition.
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Does power distance exacerbate or mitigate the effects of abusive supervision? It depends on the outcome.
inferredcites →https://doi.org/10.1037/a0028085openalex-extracted
Identifying careless responses in survey data.
inferredcites →https://doi.org/10.1037/a0031807openalex-extracted
Making things happen through challenging goals: Leader proactivity, trust, and business-unit performance.
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Leader–team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate.
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Developing and investigating the use of single-item measures in organizational research.
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A dual-stage moderated mediation model linking authoritarian leadership to follower outcomes.
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The trickle-down effects of perceived trustworthiness on subordinate performance.
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Uncontrolled control variables: The extent that a researcher’s degrees of freedom with control variables increases various types of statistical errors.
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A Cultural Analysis of Paternalistic Leadership in Chinese Organizations
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A Theory of Cultural Values and Some Implications for Work
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The X-Factor: On the Relevance of Implicit Leadership and Followership Theories for Leader-Member Exchange (LMX) Agreement
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The roles of relational identification and workgroup cultural values in linking authoritarian leadership to employee performance
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Learning, Social Learning, and Sociocultural Evolution: A Comment on Langton
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Developments in understanding Chinese leadership: paternalism and its elaborations, moderations, and alternatives
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The impact of culture on Chinese employees' work values
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The Dark Side of Leadership: Identifying and Overcoming Unethical Practice in Organizations
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Social Cognitive Theory: An Agentic Perspective
inferredcites →https://doi.org/10.1111/apps.12186openalex-extracted
A Meta‐Analytic Review of Paternalistic Leadership
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Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations
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PSYCHOLOGICAL CLIMATE: IMPLICATIONS FROM COGNITIVE SOCIAL LEARNING THEORY AND INTERACTIONAL PSYCHOLOGY
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Asian Conceptualizations of Leadership: Progresses and Challenges
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Social Learning and Culture in Child and Chimpanzee
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The Impact of Intraclass Correlation on the Effectiveness of Level-Specific Fit Indices in Multilevel Structural Equation Modeling
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We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance
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Culture's Consequences for Leadership Behavior
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Abusive Supervision in Work Organizations: Review, Synthesis, and Research Agenda
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Paternalistic Leadership: A Review and Agenda for Future Research
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The Development and Validation of a New Machiavellianism Scale
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Affective Trust in Chinese Leaders
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Exploring the Nature of Power Distance
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A Measure of Psychological Maturity
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Answers to 20 Questions About Interrater Reliability and Interrater Agreement
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Leader Role Crafting and the Functions of Leader Role Identities
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Pursuit of Whose Happiness? Executive Leaders' Transformational Behaviors and Personal Values
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Culture: The Missing Concept in Organization Studies
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The Leader/Member Attribution Process
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Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations
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PATERNALISTIC LEADERSHIP: A REVIEW AND AGENDA FOR FUTURE RESEARCH.
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When Authoritarian Leaders Outperform Transformational Leaders: Firm Performance in a Harsh Economic Environment
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Individual-Level Cultural Values as Moderators of Perceived Organizational Support–Employee Outcome Relationships in China: Comparing the Effects of Power Distance and Traditionality
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Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination
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The Dark Side of Leadership: A Three-Level Investigation of the Cascading Effect of Abusive Supervision on Employee Creativity
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Not Too Tired to be Proactive: Daily Empowering Leadership Spurs Next-morning Employee Proactivity as Moderated by Nightly Sleep Quality
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Opening the Black Box: A Two-Dimensional Model of Authoritarian Leadership and Task Performance
inferredcites →https://doi.org/10.1037/0021-9010.69.3.428openalex-snapshot
Moderating effects of initial leader-member exchange status on the effects of a leadership intervention.
inferredcites →https://doi.org/10.1037/0022-3514.37.11.2098openalex-snapshot
Biased assimilation and attitude polarization: The effects of prior theories on subsequently considered evidence.
inferredcites →https://doi.org/10.1111/j.1464-0597.1999.tb00047.xopenalex-snapshot
A Theory of Cultural Values and Some Implications for Work
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The Social Scientific Study of Leadership: Quo Vadis?
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The Leader/Member Attribution Process
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