409 related articles for article (PubMed ID: 29094959)
1. Leader humility and team creativity: The role of team information sharing, psychological safety, and power distance.
Hu J; Erdogan B; Jiang K; Bauer TN; Liu S
J Appl Psychol; 2018 Mar; 103(3):313-323. PubMed ID: 29094959
[TBL] [Abstract][Full Text] [Related]
2. Exploring the affective impact, boundary conditions, and antecedents of leader humility.
Wang L; Owens BP; Li JJ; Shi L
J Appl Psychol; 2018 Sep; 103(9):1019-1038. PubMed ID: 29781636
[TBL] [Abstract][Full Text] [Related]
3. Leader-team complementarity: Exploring the interactive effects of leader personality traits and team power distance values on team processes and performance.
Hu J; Judge TA
J Appl Psychol; 2017 Jun; 102(6):935-955. PubMed ID: 28277722
[TBL] [Abstract][Full Text] [Related]
4. Initiating and utilizing shared leadership in teams: The role of leader humility, team proactive personality, and team performance capability.
Chiu CC; Owens BP; Tesluk PE
J Appl Psychol; 2016 Dec; 101(12):1705-1720. PubMed ID: 27618409
[TBL] [Abstract][Full Text] [Related]
5. How Does Leader Humility Influence Team Creativity? The Roles of Team Behavioral Integration and Leader Performance.
Zhu T; Chen Y; Asante EA; Zhu Y; Xu T
Front Psychol; 2022; 13():818865. PubMed ID: 35602729
[TBL] [Abstract][Full Text] [Related]
6. Humble Leadership, Psychological Safety, Knowledge Sharing, and Follower Creativity: A Cross-Level Investigation.
Wang Y; Liu J; Zhu Y
Front Psychol; 2018; 9():1727. PubMed ID: 30283379
[TBL] [Abstract][Full Text] [Related]
7. Individual deals within teams: Investigating the role of relative i-deals for employee performance.
Vidyarthi PR; Singh S; Erdogan B; Chaudhry A; Posthuma R; Anand S
J Appl Psychol; 2016 Nov; 101(11):1536-1552. PubMed ID: 27513681
[TBL] [Abstract][Full Text] [Related]
8. The double-edged sword of leader humility: Investigating when and why leader humility promotes versus inhibits subordinate deviance.
Qin X; Chen C; Yam KC; Huang M; Ju D
J Appl Psychol; 2020 Jul; 105(7):693-712. PubMed ID: 31670527
[TBL] [Abstract][Full Text] [Related]
9. How Can Job Crafting Be Reproduced? Examining the Trickle-Down Effect of Job Crafting from Leaders to Employees.
Xin X; Cai W; Zhou W; Baroudi SE; Khapova SN
Int J Environ Res Public Health; 2020 Jan; 17(3):. PubMed ID: 32023957
[TBL] [Abstract][Full Text] [Related]
10. Leadership and member voice in action teams: Test of a dynamic phase model.
Farh CIC; Chen G
J Appl Psychol; 2018 Jan; 103(1):97-110. PubMed ID: 28836799
[TBL] [Abstract][Full Text] [Related]
11. Leader affective presence and innovation in teams.
Madrid HP; Totterdell P; Niven K; Barros E
J Appl Psychol; 2016 May; 101(5):673-86. PubMed ID: 26783828
[TBL] [Abstract][Full Text] [Related]
12. Cognition-based and affect-based trust as mediators of leader behavior influences on team performance.
Schaubroeck J; Lam SS; Peng AC
J Appl Psychol; 2011 Jul; 96(4):863-71. PubMed ID: 21299271
[TBL] [Abstract][Full Text] [Related]
13. Nonlinear effects of team tenure on team psychological safety climate and climate strength: Implications for average team member performance.
Koopmann J; Lanaj K; Wang M; Zhou L; Shi J
J Appl Psychol; 2016 Jul; 101(7):940-57. PubMed ID: 26949818
[TBL] [Abstract][Full Text] [Related]
14. Do you see what we see? The complex effects of perceptual distance between leaders and teams.
Gibson CB; Cooper CD; Conger JA
J Appl Psychol; 2009 Jan; 94(1):62-76. PubMed ID: 19186896
[TBL] [Abstract][Full Text] [Related]
15. From member creativity to team creativity? Team information elaboration as moderator of the additive and disjunctive models.
Yuan Y; van Knippenberg D
PLoS One; 2020; 15(12):e0243289. PubMed ID: 33275633
[TBL] [Abstract][Full Text] [Related]
16. Relationship-specific (dyadic) humility: How your humility predicts my psychological safety and performance.
Lehmann M; Pery S; Kluger AN; Hekman DR; Owens BP; Malloy TE
J Appl Psychol; 2023 May; 108(5):809-825. PubMed ID: 36227308
[TBL] [Abstract][Full Text] [Related]
17. The impact of leader moral humility on follower moral self-efficacy and behavior.
Owens BP; Yam KC; Bednar JS; Mao J; Hart DW
J Appl Psychol; 2019 Jan; 104(1):146-163. PubMed ID: 30299115
[TBL] [Abstract][Full Text] [Related]
18. Supervisors' upward exchange relationships and subordinate outcomes: testing the multilevel mediation role of empowerment.
Zhou L; Wang M; Chen G; Shi J
J Appl Psychol; 2012 May; 97(3):668-80. PubMed ID: 22082457
[TBL] [Abstract][Full Text] [Related]
19. Supervisor-employee power distance incompatibility, gender similarity, and relationship conflict: A test of interpersonal interaction theory.
Graham KA; Dust SB; Ziegert JC
J Appl Psychol; 2018 Mar; 103(3):334-346. PubMed ID: 29154581
[TBL] [Abstract][Full Text] [Related]
20. When is educational specialization heterogeneity related to creativity in research and development teams? Transformational leadership as a moderator.
Shin SJ; Zhou J
J Appl Psychol; 2007 Nov; 92(6):1709-21. PubMed ID: 18020807
[TBL] [Abstract][Full Text] [Related]
[Next] [New Search]