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"Free to do what I want"? : exploring the ambivalent effects of liberating leadership

Picard, Hélène; Islam, Gazi - In: Organization studies : an international … 41 (2020) 3, pp. 393-414

Persistent link: https://www.econbiz.de/10012175789

Filling in the "blank slate" : examining newcomers’ schemas of supervisors during organizational socialization

Nifadkar, Sushil S. - In: Journal of management 46 (2020) 5, pp. 666-693

Persistent link: https://www.econbiz.de/10012216769

Does it take two to tangle? : subordinates’ perceptions of and reactions to abusive supervision

Gang, Wang; Harms, Peter; Mackey, Jeremy D. - In: Journal of business ethics : JOBE 131 (2015) 2, pp. 487-503

Persistent link: https://www.econbiz.de/10011393270

Followership : what is it and why do people follow?

Lapierre, Laurent M. (contributor); … - 2014 - 1. ed.

This book provides a collection of new insights on the increasingly popular topic of Followership. Leadership has been … written about and studied for centuries, more often than not addressing how those in leadership roles influence their … followers. This represents a very leader-centric view of the leadership phenomenon, where followers are considered as passive …

Persistent link: https://www.econbiz.de/10011341505

The blendification system : activating potential by connecting culture, strategy, and execution

Bruder, Daniel M. - 2020

"The Blendification System is the intentional actions taken to activate potential by connecting culture, strategy, and execution. These three components (culture, strategy, and execution) of the organization are broken down and built up in the Blendification System creating a path to realize...

Persistent link: https://www.econbiz.de/10012164176

Abusive supervision as a response to follower hostility : a moderated mediation model

Camps, Jeroen; Stouten, Jeroen; Euwema, Martin; De … - In: Journal of business ethics : JBE 164 (2020) 3, pp. 495-514

How and when does followers’ upward hostile behavior contribute to the emergence of abusive supervision? Although from a normative or ethical point of view, supervisors should refrain from displaying abusive supervision, in line with a social exchange perspective, we argue that abusive...

Persistent link: https://www.econbiz.de/10012227950

"Should I stay or should I go?" : exploring leadership-as-practice in the middle management role

Kempster, Steve; Gregory, Sarah H. - In: Leadership 13 (2017) 4, pp. 496-515

Persistent link: https://www.econbiz.de/10011803721

How perceived supervisor support effects workplace deviance? : mediating role of perceived organizational support

Khan, Saira Iqbal; Mahmood, Atif; Kanwal, Sara; Latif, Yasir - In: Pakistan journal of commerce and social sciences 9 (2015) 3, pp. 940-967

Employee-organization relationship has become a topic of prime concern for many firms across world, particularly in developing nations. However, little is known about its predictors in banking industry. Moreover, there is scarcity of literature regarding the underlying mediating mechanisms....

Persistent link: https://www.econbiz.de/10011928877

The fundamentals of organizational behavior : what managers need to know

Tosi, Henry L.; Mero, Neal P. - 2003

Persistent link: https://www.econbiz.de/10001669590

Organizational behavior and management

Ivancevich, John M.; Matteson, Michael T. - 2002 - 6. ed., Internat. ed.

Persistent link: https://www.econbiz.de/10001561062

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