Top

Journal of Business Ethics

Published in:

31-08-2016

How is Benevolent Leadership Linked to Employee Creativity? The Mediating Role of Leader–Member Exchange and the Moderating Role of Power Distance Orientation

Authors: Weipeng Lin, Jingjing Ma, Qi Zhang, Jenny Chen Li, Feng Jiang

Published in: Journal of Business Ethics | Issue 4/2018

Activate our intelligent search to find suitable subject content or patents.

search-config

AI-assisted search

Off

Abstract

Previous research has shown that virtuous leader behavior in the form of benevolent leadership has considerable impact on employee creativity. However, little is known as to how and under what conditions these constructs are linked. In the current research, we proposed and tested a moderated mediation model positing leader–member exchange (LMX) as a mediator, and employee power-distance orientation as a moderator of this relationship. Two studies were conducted to test our hypothesized model. In Study 1, repeated measured data collected from 284 Chinese employees in an information technology company demonstrated that benevolent leadership had a lagged effect on LMX. In Study 2, analyses of multisource and lagged data from 391 Chinese employees in 42 research and development teams, and their direct supervisors indicated that benevolent leadership was positively related to supervisor-rated employee creativity via LMX. In addition, the relationship between benevolent leadership and LMX was stronger for employees high in power-distance orientation. Theoretical implications of benevolent leadership’s research and practical contributions concerning promoting creativity in organizations where benevolent leaders prevail are also discussed.

previous article Cross-Domain Effects of Ethical Leadership on Employee Family and Life Satisfaction: the Moderating Role of Family-Supportive Supervisor Behaviors

next article A Study of Why Anomic Employees Harm Co-workers: Do Uncompassionate Feelings Matter?

Dont have a licence yet? Then find out more about our products and how to get one now:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

inform now

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

inform now

Amabile, T. M. (1983). The social psychology of creativity: A componential conceptualization. Journal of Personality and Social Psychology, 45, 357–376.CrossRef

Ansari, M. A., Ahmad, Z. A., & Aafaqi, R. (2004). Organizational leadership in the Malaysian context. In D. Tjosvold & K. Leung (Eds.), Leading in high growth Asia: Managing relation for teamwork and change (pp. 109–138). Singapore: World Scientific. doi:10.1142/9789812562135_0005.CrossRef

Aycan, Z. (2006). Paternalism: Towards conceptual refinement and operationalization. In K. S. Yang, K. K. Hwang, & U. Kim (Eds.), Indigenous and cultural psychology: Understanding people in context (pp. 445–466). New York: Springer.CrossRef

Barrow, J. C. (1977). The variables of leadership: A review and conceptual framework. Academy of Management Review, 2(2), 231–251. doi:10.5465/AMR.1977.4409046.CrossRef

Bass, B. M. (2010). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9–32. doi:10.1080/135943299398410.CrossRef

Basu, R., & Green, S. G. (1997). Leader–member exchange and transformational leadership: An empirical examination of innovative behaviors in leader–member dyads. Journal of Applied Social Psychology, 27, 477–499.CrossRef

Bauer, D. J., Preacher, K. J., & Gil, K. M. (2006). Conceptualizing and testing random indirect effects and moderated mediation in multilevel models: New procedures and recommendations. Psychological Methods, 11(2), 142–163. doi:10.1037/1082-989X.11.2.142.CrossRef

Bernerth, J. B., Armenakis, A. A., Feild, H. S., Giles, W. F., & Walker, H. J. (2008). The influence of personality differences between subordinates and supervisors on perceptions of LMX: An empirical investigation. Group and Organization Management, 33, 216–240. doi:10.1177/1059601106293858.CrossRef

Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.

Botero, I. C., & Van Dyne, L. (2009). Employee voice behavior: interactive effects of lmx and power distance in the United States and Colombia. Management Communication Quarterly, 23(1), 84–104. doi:10.1177/0893318909335415.CrossRef

Carl, D., Gupta, V., & Javidan, M. (2004). Power distance. Culture, leadership, and organizations: The GLOBE study of 62 societies, 62, 513–563.

Chan, S. C. H., & Mak, W. (2012). Benevolent leadership and follower performance: The mediating role of leader–member exchange (LMX). Asian Pacific Journal of Management, 29, 285–301. doi:10.1007/s10490-011-9275-3.CrossRef

Chen, X.-P., Eberly, M. B., Chiang, T.-J., Farh, J.-L., & Cheng, B.-S. (2014). Affective trust in Chinese leaders: Linking paternalistic leadership to employee performance. Journal of Management, 40(3), 796–819. doi:10.1177/0149206311410604.CrossRef

Chen, Z., Lam, W., & Zhong, J. A. (2007). Leader–member exchange and member performance: A new look at individual-level negative feedback-seeking behavior and team-level empowerment climate. Journal Applied Psychology, 92(1), 202–212. doi:10.1037/0021-9010.92.1.202.CrossRef

Cheng, B. S., Chou, L. F., & Farh, J. L. (2000). A triad model of paternalistic leadership: The constructs and measurement. Indigenous Psychological Research in Chinese Societies, 14, 3–64.

Cheng, B. S., Chou, L. F., Huang, M. P., Farh, J. L., & Peng, S. (2003). A triad model of paternalistic leadership: Evidence from business organization in Mainland China. Indigenous Psychological Research in Chinese Societies, 20, 209–252.

Cheng, B. S., Huang, M. P., & Chou, L. F. (2002a). Paternalistic leadership and its effectiveness: Evidence from Chinese organizational teams. Journal of Psychology in Chinese Societies, 3, 85–112.

Cheng, B. S., Shieh, P. Y., & Chou, L. F. (2002b). The principal’s leadership, leader–member exchange quality, and the teacher’s extra-role behavior: The effects of transformational and paternalistic leadership. Psychological Research in Chinese Societies, 17, 105–161.

Cheng, B. S., Wang, A. C., & Huang, M. P. (2009). The road more popular versus the road less traveled: An insider’s perspective of advancing Chinese management research. Management and Organization Review, 5, 91–105.CrossRef

Cheng, B.-S., Boer, D., Chou, L.-F., Huang, M.-P., Yoneyama, S., Shim, D., et al. (2014). Paternalistic leadership in four East Asian societies: Generalizability and cultural differences of the triad model. Journal of Cross-Cultural Psychology, 45(1), 82–90. doi:10.1177/0022022113490070.CrossRef

Cheng, B.-S., Chou, L.-F., Wu, T.-Y., Huang, M.-P., & Farh, J.-L. (2004). Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7(1), 89–117.CrossRef

Clugston, M., Howell, J. P., & Dorfman, P. W. (2000). Does cultural socialization predict multiple bases and foci of commitment? Journal of Management, 26(1), 5–30. doi:10.1177/014920630002600106.CrossRef

Cohen, J., Cohen, P., West, S., & Aiken, L. (2003). Applied multiple regression/correlation analysis for the behavioral sciences (3rd ed.). Hillsdale, NJ: Erlbaum.

Cole, D. A., & Maxwell, S. E. (2003). Testing mediational models with longitudinal data: Questions and tips in the use of structural equation modeling. Journal of Abnormal Psychology, 112(4), 558–577. doi:10.1037/0021-843X.112.4.558.CrossRef

Cole, M. S., Carter, M. Z., & Zhang, Z. (2013). Leader-team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate. Journal of Applied Psychology, 98(6), 962–973. doi:10.1037/a0034269.CrossRef

Dorfman, P. W., & Howell, J. P. (1988). Dimensions of national culture and effective leadership patterns: Hofstede revisited. Advances in International Comparative Management, 3, 127–150.

Duarte, N. T., Goodson, J. R., & Klich, N. R. (1994). Effects of dyadic quality and duration on performance appraisal. Academy of Management Journal, 37, 499–521. doi:10.2307/256698.CrossRef

Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2012). A meta-analysis of antecedents and consequences of leader–member exchange: Integrating the past with an eye toward the future. Journal of Management, 38(6), 1715–1759. doi:10.1177/0149206311415280.CrossRef

Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. doi:10.2307/2666999.CrossRef

Farh, J. L., & Cheng, B. S. (2000). A cultural analysis of paternalistic leadership in Chinese organizations. In J. T. Li, A. S. Tsui, & E. Weldon (Eds.), Management and organizations in the Chinese context (pp. 84–127). London: Macmillan.CrossRef

Farh, J. L., Cheng, B. S., Chou, L. F., & Chu, X. P. (2006). Authority and benevolence: Employees’ responses to paternalistic leadership in China. In A. S. Tsui, Y. Bian, & L. Cheng (Eds.), China’s domestic private firms: Multidisciplinary perspectives on management and performance (pp. 230–260). New York: Sharp.

Farh, J. L., Hackett, R. D., & Liang, J. (2007). Individual-level cultural values as moderators of perceived organizational support-employee outcome relationships in China: Comparing the effects of power distance and traditionality. Academy of Management Journal, 50(3), 715–729.CrossRef

Farh, J. L., Liang, J., Chou, L. F., & Cheng, B. S. (2008). Paternalistic leadership in Chinese organizations: Research progress and future research directions. In C. C. Chen & Y. T. Lee (Eds.), Leadership and management in China: philosophies, theories & practices (pp. 171–250). London: Cambridge University Press.CrossRef

Gómez, C., & Rosen, B. (2001). The leader–member exchange as a link between managerial trust and employee empowerment. Group and Organization Management, 26(1), 53–69.CrossRef

Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader–member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247. doi:10.1016/1048-9843(95)90036-5.CrossRef

Gu, Q., Tang, T. L.-P., & Jiang, W. (2013). Does moral leadership enhance employee creativity? Employee identification with leader and leader–member exchange (LMX) in the Chinese context. Journal of Business Ethics, 126(3), 513–529. doi:10.1007/s10551-013-1967-9.CrossRef

Hakimian, F., Farid, H., Ismail, M. N., & Ismail, I. A. (2014). The role of paternalistic leadership on fostering employees’ innovative behavior: Moderating effects of job insecurity. International Journal of Research in Business and Technology, 4(2), 446–452.CrossRef

Hofstede, G. (1980). Motivation, leadership and organization: Do American theories apply abroad. Organizational Dynamics, 9(1), 42–63.CrossRef

Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, CA: Sage.

Hofstede, G. (2005). Cultures and organizations: Software of the mind (Vol. 23). New York: McGraw-Hill.

House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage.

Javidan, M., Dorfman, P. W., Luque, M. S., & House, R. J. (2006). In the eye of the beholder: Cross cultural lessons in leadership from project GLOBE. The Academy of Management Perspectives, 20(1), 67–90.CrossRef

Karakas, F., & Sarigollu, E. (2012). Benevolent leadership: Conceptualization and construct development. Journal of Business Ethics, 108(4), 537–553. doi:10.1007/s10551-011-1109-1.CrossRef

Karakas, F., & Sarigollu, E. (2013). The role of leadership in creating virtuous and compassionate organizations: Narratives of benevolent leadership in an anatolian tiger. Journal of Business Ethics, 113(4), 663–678. doi:10.1007/s10551-013-1691-5.CrossRef

Kim, U. M. (1994). Significance of paternalism and communalism in the occupational welfare system of Korean firms: A national survey. In U. Kim, H. C. Triandis, C. Kagitcibasi, S. Choi, & G. Yoon (Eds.), Individualism and collectivism: Theory, method, and applications (pp. 251–266). London: Sage.

King, L. A., McKee Walker, L., & Broyles, S. J. (1996). Creativity and the five-factor model. Journal of Research in Personality, 203, 189–203. doi:10.1006/jrpe.1996.0013.CrossRef

Kirkman, B. L., Chen, G., Farh, J.-L., Chen, Z. X., & Lowe, K. B. (2009). Individual power distance orientation and follower reactions to transformational leaders: A cross-level, cross-cultural examination. Academy of Management Journal, 52(4), 744–764.CrossRef

Kirkman, B. L., Lowe, K. B., & Gibson, C. B. (2006). A quarter century of culture’s consequences: A review of empirical research incorporating Hofstede’s cultural values framework. Journal of International Business Studies, 37(3), 285–320. doi:10.1057/palgrave.jibs.8400202.CrossRef

Kirkman, B. L., & Shapiro, D. L. (2001). The impact of cultural values on job satisfaction and organizational commitment in self-managing work teams: The mediating role of employee resistance. Academy of Management Journal, 44(3), 557–569.

Landis, R. S., Beal, D. J., & Tesluk, P. E. (2000). A comparison of approaches to forming composite measures in structural equation models. Organizational Research Methods, 3(2), 186–207. doi:10.1177/109442810032003.CrossRef

Leroy, H., Palanski, M. E., & Simons, T. (2012). Authentic leadership and behavioral integrity as drivers of follower commitment and performance. Journal of Business Ethics, 107(3), 255–264. doi:10.1007/s10551-011-1036-1.CrossRef

Li, N., Liang, J., & Crant, J. M. (2010). The role of proactive personality in job satisfaction and organizational citizenship behavior: A relational perspective. Journal of Applied Psychology, 95(2), 395–404. doi:10.1037/a0018079.CrossRef

Li, Y., & Sun, J.-M. (2015). Traditional Chinese leadership and employee voice behavior: A cross-level examination. The Leadership Quarterly, 26(2), 172–189. doi:10.1016/j.leaqua.2014.08.001.CrossRef

Lian, H., Ferris, D. L., & Brown, D. J. (2012). Does power distance exacerbate or mitigate the effects of abusive supervision? It depends on the outcome. Journal of Applied Psychology, 97(1), 107–123.CrossRef

Liang, S.-K., Ling, H.-C., & Hsieh, S.-Y. (2007). The mediating effects of leader–member exchange quality to influence the relationships between paternalistic leadership and organizational citizenship behaviors. Journal of American Academy of Business, 10, 127–137.

Liao, H., Liu, D., & Loi, R. (2010). Looking at both sides of the social exchange coin: A social cognitive perspective on the joint effects of relationship quality and differentiation on creativity. Academy of Management Journal, 53(5), 1090–1109. doi:10.5465/AMJ.2010.54533207.CrossRef

Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader–member exchange: An empirical assessment through scale development. Journal of Management, 24, 43–72.

Lin, W., Wang, L., & Chen, S. (2013). Abusive supervision and employee well-being: The moderating effect of power distance orientation. Applied Psychology: An International Review, 62(2), 308–329. doi:10.1111/j.1464-0597.2012.00520.x.CrossRef

Little, T. D., Cunningham, W. A., Shahar, G., & Widaman, K. F. (2002). To parcel or not to parcel: Exploring the question, weighing the merits. Structural Equation Modeling, 9(2), 151–173.CrossRef

Liu, D., Liao, H., & Loi, R. (2012). The dark side of leadership: A three-level investigation of the cascading effect of abusive supervision on employee creativity. Academy of Management Journal, 55(5), 1187–1212. doi:10.5465/amj.2010.0400.CrossRef

Mahsud, R., Yukl, G., & Prussia, G. (2010). Leader empathy, ethical leadership, and relations-oriented behaviors as antecedents of leader–member exchange quality. Journal of Managerial Psychology, 25, 561–577.CrossRef

Martinez, P. G. (2005). Paternalism as a positive form of leadership in the Latin American context: Leader benevolence, decision-making control and human resource management practices. In M. Elvira & A. Davila (Eds.), Managing human resources in Latin America: An agenda for international leaders (pp. 75–93). Oxford, UK: Routledge.

Muthén, L. K., & Muthén, B. O. (1998–2012). Mplus user’s guide (7th ed.). Los Angeles: Muthén & Muthén.

Pan, W., Sun, L. Y., & Chow, I. H. S. (2012). Leader–member exchange and employee creativity: Test of a multilevel moderated mediation model. Human Performance, 25(5), 432–451.CrossRef

Parris, D. L., & Peachey, J. W. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113(3), 377–393. doi:10.1007/s10551-012-1322-6.CrossRef

Pellegrini, E. K., & Scandura, T. A. (2006). Leader–member exchange (LMX), paternalism, and delegation in the Turkish business culture: An empirical investigation. Journal of International Business Studies, 37(2), 264–279. doi:10.1057/palgrave.jibs.8400185.CrossRef

Pellegrini, E. K., & Scandura, T. A. (2008). Paternalistic leadership: A review and agenda for future research. Journal of Management, 34(3), 566–593. doi:10.1177/0149206308316063.CrossRef

Plsek, P. E., & Wilson, T. (2001). Complexity, leadership, and management in healthcare organisations. British Medical Journal, 323, 746–749. doi:10.1136/bmj.323.7315.746.CrossRef

Preacher, K. J., Zyphur, M. J., & Zhang, Z. (2010). A general multilevel SEM framework for assessing multilevel mediation. Psychological Methods, 15(3), 209–233. doi:10.1037/a0020141.CrossRef

Ralston, D. A., Egri, C. P., Stewart, S., Terpstra, R. H., & Kaicheng, Y. (1999). Doing business in the 21st century with the new generation of Chinese managers: A study of generational shifts in work values in China. Journal of International Business Studies, 30(2), 415–427.CrossRef

Redding, S. G. (1990). The spirit of Chinese capitalism. New York: Walter de Gruyter.CrossRef

Saucier, G. (1994). Mini-markers: A brief version of Goldberg’s unipolar big-five markers. Journal of Personality Assessment, 63(3), 506–516.CrossRef

Schaubroeck, J., Lam, S. S. K., & Cha, S. E. (2007). Embracing transformational leadership: Team values and the impact of leader behavior on team performance. Journal of Applied Psychology, 92(4), 1020–1030. doi:10.1037/0021-9010.92.4.1020.CrossRef

Schriesheim, C. A., Castro, S. L., & Cogliser, C. C. (1999). Leader–member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices. The Leadership Quarterly, 10, 63–114.CrossRef

Selig, J. P., & Preacher, K. J. (2009). Mediation models for longitudinal data in developmental research. Research in Human Development, 6, 144–164. doi:10.1080/15427600902911247.CrossRef

Shalley, C. E. (1995). Effects of coaction, expected evaluation, and goal setting on creativity and productivity. Academy of Management Journal, 38, 483–503. doi:10.2307/256689.CrossRef

Sparrowe, R. T., & Liden, R. C. (1997). Process and structure in leader–member exchange. Academy of Management Review, 22, 522–552. doi:10.5465/AMR.1997.9707154068.CrossRef

Sue-Chan, C., & Ong, M. (2002). Goal assignment and performance: Assessing the mediating roles of goal commitment and self-efficacy and the moderating role of power distance. Organizational Behavior and Human Decision Processes, 89, 1140–1161.CrossRef

Taras, V., Steel, P., & Kirkman, B. L. (2011). Three decades of research on national culture in the workplace: Do the differences still make a difference? Organizational Dynamics, 40(3), 189–198. doi:10.1016/j.orgdyn.2011.04.006.CrossRef

Tierney, P., Farmer, S. M., & Graen, G. B. (1999). An examination of leadership and employee creativity: The relevance of traits and relationships. Personnel Psychology, 52, 591–620. doi:10.1111/j.1744-6570.1999.tb00173.x.CrossRef

Tse, H. H. M., Lam, C. K., Lawrence, S. A., & Huang, X. (2013). When my supervisor dislikes you more than me: The effect of dissimilarity in leader–member exchange on coworkers’ interpersonal emotion and perceived help. Journal of Applied Psychology, 98(6), 974–988. doi:10.1037/a0033862.CrossRef

Tsui, A. S., & Farh, J. L. (1997). Where guanxi matters: Relational demography and guanxi in the Chinese context. Work and Occupations, 24, 56–79.CrossRef

Tyler, T. R., Lind, E. A., & Huo, Y. J. (2000). Cultural values and authority relations: The psychology of conflict resolution across cultures. Psychology, Public Policy, and Law, 6(4), 1138–1163. doi:10.1037//1076-8971.6.4.1138.CrossRef

Uhl-Bien, M., Tierney, P. S., Graen, G. B., & Wakabayashi, M. (1990). Company paternalism and the hidden-investment process: Identification of the “right type” for line managers in leading Japanese organizations. Group and Organization Management, 15(4), 414–430. doi:10.1177/105960119001500406.CrossRef

Wang, A.-C., & Cheng, B.-S. (2010). When does benevolent leadership lead to creativity? The moderating role of creative role identity and job autonomy. Journal of Organizational Behavior, 31(1), 106–121. doi:10.1002/job.634.CrossRef

Wang, A.-C., Chiang, J. T.-J., Tsai, C.-Y., Lin, T.-T., & Cheng, B.-S. (2013). Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance. Organizational Behavior and Human Decision Processes, 122(2), 101–113. doi:10.1016/j.obhdp.2013.06.001.CrossRef

Wayne, S. J., & Green, S. A. (1993). The effects of leader–member exchange on employee citizenship and impression management behavior. Human Relations, 46, 1413–1440.CrossRef

Wayne, S. J., Shore, L. M., Bommer, W. H., & Tetrick, L. E. (2002). The role of fair treatment and rewards in perceptions of organizational support and leader–member exchange. Journal of Applied Psychology, 87, 590–598. doi:10.1037/0021-9010.87.3.590.CrossRef

Wu, M., Huang, X., & Chan, S. C. H. (2012). The influencing mechanisms of paternalistic leadership in Mainland China. Asia Pacific Business Review, 18(4), 631–648. doi:10.1080/13602381.2012.690940.CrossRef

Yukl, G. (2001). Leadership in organizations (5th ed.). Upper Saddle River, NJ: Prentice Hall.

Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107–128. doi:10.5465/AMJ.2010.48037118.CrossRef

Zhang, Y., Huai, M., & Xie, Y. (2015). Paternalistic leadership and employee voice in China: A dual process model. The Leadership Quarterly, 26(1), 25–36. doi:10.1016/j.leaqua.2014.01.002.CrossRef

Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44(4), 682–696.

Title: How is Benevolent Leadership Linked to Employee Creativity? The Mediating Role of Leader–Member Exchange and the Moderating Role of Power Distance Orientation
Authors: Weipeng Lin
Jingjing Ma
Qi Zhang
Jenny Chen Li
Feng Jiang
Publication date: 31-08-2016
Publisher: Springer Netherlands
Published in: Journal of Business Ethics / Issue 4/2018
Print ISSN: 0167-4544
Electronic ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-016-3314-4

Springer Professional

Abstract

Please log in to get access to your license.

Dont have a licence yet? Then find out more about our products and how to get one now:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Other articles of this Issue 4/2018

Cross-Domain Effects of Ethical Leadership on Employee Family and Life Satisfaction: the Moderating Role of Family-Supportive Supervisor Behaviors

Perceived Acceptability of Organizational Layoffs and Job Alliances During a Recession: A Mapping of Portuguese People’s Views

Ethical Challenges in Strategic Management: The 19th IESE International Symposium on Ethics, Business and Society

Made in Carcere: Integral Human Development in Extreme Conditions

Carrot or Stick? The Role of In-Group/Out-Group on the Multilevel Relationship Between Authoritarian and Differential Leadership and Employee Turnover Intention

Engaging Stakeholders in Emerging Economies: The Case of Multilatinas