Using social exchange theory, we propose a three-way interaction of despotic leadership, leader member exchange (LMX), and perceived organizat...
Although research on servant leadership has been expanding over the past several years, a concise, valid scale for assessing global servant le...
While subordinates' commitment to the supervisor is highly desirable, the routes to achieve this might vary in different cultures....
Traditional Western-based theories of supervisor–subordinate relationships tend to focus on social exchanges in the work domain while omitting...
Drawing from social exchange and self-concept-based leadership theories, we investigate how paternalistic leadership — authoritarian, benevole...
Empirical work on the concept of abusive supervision typically employs measurements of subordinates' perceptions of abuse as the primary depen...
Using 322 matched employee–supervisor dyads we investigate how level and direction of employee–supervisor (dis)agreement on supervisor's affec...
Leaders form different quality leader–member exchange (LMX) relationships with their subordinates....
This investigation supplements Leader–Member Exchange (LMX) theory by explaining how leaders make sense of whether and when to trust members t...
We advance understanding of the role that leaders play inpromoting psychological empowerment and positive work outcomes (job satisfaction orga...
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