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ShareDespite a growing importance and understanding of emotions and affective processes in leadership, the specific role of positive and negative e...
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ShareExtending prior research on idiosyncratic deals (i-deals), in the current study we examine the functioning of i-deals in the context of leader...
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By applying the supplies-values (S-V) fit approach from the complementary person-environment (P-E) fit literature to the leader-employee persp...
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Although there has been an increased interest in implicit leadership theories (ILTs) over the last two decades, only a handful of studies have...
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Drawing on social exchange processes in leader-member exchange (LMX), we posit that expressive relational schema (ERS) and instrumental relati...
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It is well accepted that leadership-relevant constructs (e.g., leader support, family supportive supervisor behaviors) are advantageous for su...
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Although a great deal of research explores the ramifications of leader–member exchange (LMX) quality for the well-being of followers, leader w...
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As leaders differentiate between their subordinates at work, subordinates vary in how much they can acquire from their leaders....
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Abusive supervision is a dysfunctional leadership behavior that adversely affects its targets and the organization as a whole....
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Although research on servant leadership has been expanding over the past several years, a concise, valid scale for assessing global servant le...