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Toward Understanding Employees 'Responses to Leaders' Unethical Pro-organizational Behavior: An Outcome Favorability Perspective.
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- Journal of Business Ethics, 2024, v. 192, n. 1, p. 79, doi. 10.1007/s10551-023-05535-5
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Correction to: Toward Understanding Employees 'Responses to Leaders' Unethical Pro-organizational Behavior: An Outcome Favorability Perspective.
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- 2024
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- Correction Notice
When Positives and Negatives Collide: Evidence for a Systematic Model of Employees' Strategies for Coping with Ambivalence.
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- Journal of Business & Psychology, 2023, v. 38, n. 2, p. 473, doi. 10.1007/s10869-022-09818-y
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- Article
A leader in need is a leader indeed? The influence of leaders' stress mindset on their perception of employee well‐being and their intended leadership behavior.
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- Applied Psychology: An International Review, 2022, v. 71, n. 4, p. 1347, doi. 10.1111/apps.12359
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Perceptions of the Targets and Sources of COVID-19 Threat are Structured by Group Memberships and Responses are Influenced by Identification with Humankind.
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- Psychologica Belgica, 2022, v. 62, p. 75, doi. 10.5334/pb.1043
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- Article
Do leaders condone unethical pro‐organizational employee behaviors? The complex interplay between leader organizational identification and moral disengagement.
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- Human Resource Management, 2021, v. 60, n. 6, p. 969, doi. 10.1002/hrm.22060
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- Article
Procedural justice enactment as an instrument of position protection: The three‐way interaction between leaders' power position stability, followers' warmth, and followers' competence.
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- Journal of Organizational Behavior (John Wiley & Sons, Inc.), 2021, v. 42, n. 6, p. 785, doi. 10.1002/job.2493
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- Article
Ambivalent Identification as a Moderator of the Link Between Organizational Identification and Counterproductive Work Behaviors.
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- Journal of Business Ethics, 2021, v. 169, n. 1, p. 119, doi. 10.1007/s10551-019-04262-0
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- Article
How do leaders' perceptions of organizational health climate shape employee exhaustion and engagement? Toward a cascading‐effects model.
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- Human Resource Management, 2020, v. 59, n. 4, p. 359, doi. 10.1002/hrm.22000
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- Article
Identity, Importance, and Their Roles in How Corporate Social Responsibility Affects Workplace Attitudes and Behavior.
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- Journal of Business & Psychology, 2020, v. 35, n. 2, p. 159, doi. 10.1007/s10869-019-09619-w
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- Article
When Leaders and Followers Match: The Impact of Objective Value Congruence, Value Extremity, and Empowerment on Employee Commitment and Job Satisfaction.
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- Journal of Business Ethics, 2019, v. 158, n. 4, p. 1097, doi. 10.1007/s10551-017-3748-3
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- Article
The Interpersonal Benefits of Leader Mindfulness: A Serial Mediation Model Linking Leader Mindfulness, Leader Procedural Justice Enactment, and Employee Exhaustion and Performance.
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- Journal of Business Ethics, 2019, v. 156, n. 4, p. 1007, doi. 10.1007/s10551-017-3610-7
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- Article
Does it Take More Than Ideals? How Counter-Ideal Value Congruence Shapes Employees’ Trust in the Organization.
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- Journal of Business Ethics, 2018, v. 149, n. 4, p. 987, doi. 10.1007/s10551-016-3097-7
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- Article
Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings.
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- Human Resource Management, 2018, v. 57, n. 1, p. 397, doi. 10.1002/hrm.21851
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- Article
Are two cynics better than one? Toward understanding effects of leader-follower (in-)congruence in social cynicism.
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- Journal of Organizational Behavior (John Wiley & Sons, Inc.), 2017, v. 38, n. 8, p. 1246, doi. 10.1002/job.2200
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- Article
Mixed feelings, mixed blessing? How ambivalence in organizational identification relates to employees’ regulatory focus and citizenship behaviors.
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- Human Relations, 2016, v. 69, n. 12, p. 2224, doi. 10.1177/0018726716639117
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'Of the group' and 'for the group': How followership is shaped by leaders' prototypicality and group identification?
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- European Journal of Social Psychology, 2015, v. 45, n. 2, p. 180, doi. 10.1002/ejsp.2088
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- Article
Ideal Values and Counter-ideal Values as Two Distinct Forces: Exploring a Gap in Organizational Value Research.
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- International Journal of Management Reviews, 2014, v. 16, n. 2, p. 211, doi. 10.1111/ijmr.12017
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- Article
Leaders enhance group members' work engagement and reduce their burnout by crafting social identity.
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- Zeitschrift für Personalforschung, 2014, v. 28, n. 1/2, p. 173, doi. 10.1688/ZfP-2014-01-Steffens
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Transformational leadership and performance: An experimental investigation of the mediating effects of basic needs satisfaction and work engagement.
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- Journal of Occupational & Organizational Psychology, 2013, v. 86, n. 4, p. 543, doi. 10.1111/joop.12022
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How do transformational leaders foster positive employee outcomes? A self-determination-based analysis of employees' needs as mediating links How do transformational leaders foster positive employee outcomes? A self-determination-based analysis of employees' needs as mediating links
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- Journal of Organizational Behavior (John Wiley & Sons, Inc.), 2012, v. 33, n. 8, p. 1031, doi. 10.1002/job.1771
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Leader and follower organizational identification: The mediating role of leader behaviour and implications for follower OCB.
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- Journal of Occupational & Organizational Psychology, 2012, v. 85, n. 2, p. 421, doi. 10.1111/j.2044-8325.2011.02044.x
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- Article
'I feel bad', 'We feel good'?-Emotions as a Driver for Personal and Organizational Identity and Organizational Identification as a Resource for Serving Unfriendly Customers.
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- Stress & Health: Journal of the International Society for the Investigation of Stress, 2012, v. 28, n. 2, p. 123, doi. 10.1002/smi.1412
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- Article