1 |
Aiken, L. S., & West, S. G. 1991. Multiple regression: Testing and interpreting interactions. Thousand Oaks, California:Sage Publications, Inc. |
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2 |
Cultural Tightness–Looseness and Perceptions of Effective Leadership  |
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3 |
Context and leadership: an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire  |
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4 |
Centrality and charisma: comparing how leader networks and attributions affect team performance.  |
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5 |
“You Wouldn’t Like Me When I’m Sleepy”: Leaders’ Sleep, Daily Abusive Supervision, and Work Unit Engagement  |
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6 |
Guilt: an interpersonal approach.  |
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7 |
The Strength Model of Self-Control  |
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8 |
Why do you treat me badly? The role of attributions regarding the cause of abuse in subordinates' responses to abusive supervision  |
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9 |
The Leader-in-Social-Network Schema: Perceptions of Network Structure Affect Gendered Attributions of Charisma  |
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10 |
The Mediating Role of Perceptions of Abusive Supervision in the Relationship Between Personality and Aggression  |
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11 |
Back-Translation for Cross-Cultural Research  |
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12 |
Understanding internal, external, and relational attributions for abusive supervision  |
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13 |
Cross-national differences in cooperative decision-making in mixed-motive business contexts: the mediating effect of vertical and horizontal individualism  |
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14 |
Dasborough, M. T., & Ashkanasy, N. M. 2002. Emotion and attribution of intentionality in leader-member relationships. The Leadership Quarterly, 13(5): 615-634. |
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15 |
Den Hartog, D. N., House, R. J., Hanges, P. J., Antonio Ruiz-Quintanilla, S., Dorfman, P. W. et al. 1999. Culture specific and crossculturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed? Leadership Quarterly, 10(2): 219-252. |
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16 |
Social Undermining in the Workplace  |
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17 |
Trust in direct leaders and top leaders: A trickle-up model.  |
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18 |
Perceived supervisor remorse, abusive supervision, and LMX  |
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19 |
Harman, D. 1967. A single factor test of common method variance. Journal of Psychology, 35: 359-378. |
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20 |
Hayes, A. F. 2013. Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. New York, NY: Guildford Press. |
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21 |
Heider, F. (1958). The psychology of interpersonal relations, New York, NY: Wiley. |
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22 |
An examination of "nonleadership": from laissez-faire leadership to leader reward omission and punishment omission.  |
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23 |
Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE  |
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24 |
Jung, D., Yammarino, F. J., & Lee, J. K. 2009. Moderating role of subordinates’ attitudes on transformational leadership and effectiveness:A multi-cultural and multi-level perspective. The Leadership Quarterly, 20(4): 586-603. |
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25 |
The processes of causal attribution.  |
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26 |
How cultural values affect the impact of abusive supervision on worker attitudes  |
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27 |
Impact of Hofstede’s Cultural Dimensions on Subordinate’s Perception of Abusive Supervision  |
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28 |
Three Motives for Abusive Supervision: The Mitigating Effect of Subordinates Attributed Motives on Abusive Supervision’s Negative Outcomes  |
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29 |
Retaliation against supervisory mistreatment  |
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30 |
Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination  |
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31 |
Individualism-collectivism in horizontal and vertical directions as predictors of conflict management styles  |
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32 |
Lee, H., & Elkins, T. 2013. Sympathy and anger: The role of attributions in emotional responses to abusive supervision. In W. J. Zerbe, N. M. Ashkanasy, & C. E. J. Härtel (Eds.), Individual sources, dynamics, and expressions of emotion (Research on emotion in Organizations):53-67. Bingley, UK: Emerald Group Publishing. |
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33 |
Does power distance exacerbate or mitigate the effects of abusive supervision? It depends on the outcome.  |
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34 |
Multidimensionafity of Leader-Member Exchange: An Empirical Assessment through Scale Development  |
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35 |
Accounting for common method variance in cross-sectional research designs.  |
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36 |
THE DARK SIDE OF LEADERSHIP: A THREE-LEVEL INVESTIGATION OF THE CASCADING EFFECT OF ABUSIVE SUPERVISION ON EMPLOYEE CREATIVITY  |
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37 |
Abusive Supervision: A Meta-Analysis and Empirical Review  |
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38 |
Culture and the self: Implications for cognition, emotion, and motivation.  |
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39 |
Martinko, M. J., Harvey, P., & Douglas, S. C. 2007. The role, function, and contribution of attribution theory to leadership:A review. The Leadership Quarterly, 18(6): 561-585. |
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40 |
Perceptions of abusive supervision: The role of subordinates' attribution styles  |
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41 |
The Relationships Between Attribution Styles, LMX, and Perceptions of Abusive Supervision  |
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42 |
Supervisors' exceedingly difficult goals and abusive supervision: The mediating effects of hindrance stress, anger, and anxiety  |
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43 |
The Space Between Us: A Social-Functional Emotions View of Ambivalent and Indifferent Workplace Relationships  |
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44 |
Mitchell, T. R., & Wood, R. E. 1980. Supervisor’s responses to subordinate poor performance:A test of an attributional model. Organizational Behavior and Human Performance, 25(1): 123-138. |
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45 |
Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes  |
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46 |
Culture and Cause: American and Chinese Attributions for Social and Physical Events  |
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47 |
EMPLOYEE ATTRIBUTIONS OF THE “WHY” OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS, AND CUSTOMER SATISFACTION  |
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48 |
Sources of method bias in social science research and recommendations on how to control it.  |
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49 |
Empowerment and continuous improvement in the United States, Mexico, Poland, and India: predicting fit on the basis of the dimensions of power distance and individualism.  |
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50 |
Horizontal and Vertical Dimensions of Individualism and Collectivism: A Theoretical and Measurement Refinement  |
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51 |
The destructiveness of laissez-faire leadership behavior.  |
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52 |
Consequences of Abusive Supervision  |
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53 |
Abusive Supervision in Work Organizations: Review, Synthesis, and Research Agenda  |
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54 |
PROCEDURAL INJUSTICE, VICTIM PRECIPITATION, AND ABUSIVE SUPERVISION  |
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55 |
Tepper, B. J., Park, H. M., Duffy, M. K., Mitchell, M. S., & Haggard, D. L. 2015. On the phenomenology of abusive supervision. The Annual Meeting of the Society for Industrial and Organizational Psychology. Philadelphia, PA. |
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56 |
Abusive Supervision  |
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57 |
How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective  |
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58 |
Converging Measurement of Horizontal and Vertical Individualism and Collectivism  |
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59 |
Leader Self-Sacrifice and Leadership Effectiveness: The Moderating Role of Leader Prototypicality.  |
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60 |
A cross‐cultural examination of subordinates' perceptions of and reactions to abusive supervision  |
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61 |
Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance  |
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62 |
Out of Control: A Self-Control Perspective on the Link Between Surface Acting and Abusive Supervision  |
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63 |
Consequences of influence tactics used with subordinates, peers, and the boss.  |
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