Table of contents
Performance matters: when supervisors socially accept unethical behavior
Dongqing Zhu, Zhiying Zhang, Chunzhen WangIt is generally believed that supervisors would deter employee unethical behavior. However, drawing from social exchange theory and the theory of moral disengagement, we posit…
Identifying the optimal safety leader: a person-centered approach
Sara Willis, Sharon Clarke, Elinor O'ConnorThe research aimed to uncover leader profiles based on combinations of transformational (TFL), transactional (TAL) and passive leadership (PAL) and to examine how such…
Authentic leadership and employee health: a conditional process model
Kristin Hildenbrand, Pascale Daher, Godbless AkaigheThe purpose of this paper is to examine the effect of authentic leadership (AL) on employees' health via employees' perception of climate of authenticity (PCA) across two studies…
The influence of dispositions and shared leadership on team–member exchange
Rebecca S. Lau, Gordon W. Cheung, Helena D. Cooper–ThomasThis study aims to examine two individual dispositions, propensity to trust and reciprocation wariness, as antecedents of team–member exchange (TMX) and how shared leadership…
Humble leader behavior and team creativity: the team learning perspective
Lifan Chen, Shengming Liu, Yue Wang, Xiaoli HuThis study argues that leader humility is an important facilitator of team creativity. Based on social learning theory, the study explores a new mechanism that links humble leader…
Mentoring and newcomer well-being: a socialization resources perspective
Di Cai, Shengming Liu, Jia Liu, Li Yao, Xingze JiaThe purpose of this paper is to examine the effect of mentoring on newcomer well-being, as mediated by newcomer socialization and moderated by proactive personality.
ISSN:
0268-3946Online date, start – end:
1986Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Professor Carrie Bulger