The role of different levels of leadership in predicting self- and collective efficacy: evidence for discontinuity.
By Gilad Chen, P. Bliese. Journal of Applied Psychology, 2002
728 citations recorded by the source corpus.
Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/10f6e2a19458cabced99bf06beef246705db0ac7
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Clinical Psychology
In Organizational Behavior and Human Resource Management
- Fred Walumbwa
- Arnold B. Bakker
- D. van Knippenberg
- Christian Vandenberghe
- Bruce J. Avolio
- Alexander Newman
- Heike Bruch
- Wilmar B. Schaufeli
In Social Psychology
- Bruce J. Avolio
- Fred Walumbwa
- Arnold B. Bakker
- D. van Knippenberg
- Fred Luthans
- Heike Bruch
- Wilmar B. Schaufeli
- Evangelia Demerouti
Citations in the corpus
- THROUGH THE LOOKING GLASS OF A SOCIAL SYSTEM: CROSS‐LEVEL EFFECTS OF HIGH‐PERFORMANCE WORK SYSTEMS ON EMPLOYEES’ ATTITUDES (2009, methodology): “To establish cross-level mediation, we used RCM in conjunction with recommended steps to test mediation by Kenny, Kashy, and Bolger (1998) (see also Chen & Bliese, 2002).”
- A Multilevel Model of Transformational Leadership and Adaptive Performance and the Moderating Role of Climate for Innovation (2010, background): “…shared among all team members” (Chen, Kirkman, Kanfer, Allen, & Rosen, 2007; p. 333) and represents an ambient stimulus affecting the team as a whole (Chen & Bliese, 2002). such a team-level climate is reputed to exist as a result of social interactions and of the leader’s influence in shaping…”
- We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance (2020, background): “Along these lines, we postulate that authoritarian leaders are likely to show similar controlling and demanding behaviors toward all team members, thus fostering an ambient environment that creates a shared experience for all members (e.g. Chen and Bliese, 2002; Griffin and Mathieu, 1997).”
- Organizing Ambiguity: A Grounded Theory of Leadership and Sensemaking Within Dangerous Contexts (2010, background): “Many studies involving military leaders have focused on individual- and organizational-level attributes such as personality traits (eg, Ng, Ang, & Chan, 2008 ) and leadership climate (eg, Chen & Bliese, 2002 ).”
- Relationships Between Work Team Climate, Individual Motivation, and Creativity (2018, result): “Our relatively low ICC2 values are comparable to ICC2 values reported in other studies that had small team sizes (e.g., .43 in Chen & Bliese, 2002; .35 in Erdogan, Liden, & Kraimer, 2006; .37 in Hofmann & Jones, 2005).”
- Psychological capital: A review and synthesis (2014, background): “…at the individual, team and organizational levels might be differentially associated with measures of self-efficacy and collective efficacy (Chen & Bliese, 2002), future research might examine whether organizational-level predictors of PsyCap such as HR policies, team-level predictors such…”
- A multilevel study of leadership, empowerment, and performance in teams. (2007, background): “With few exceptions (e.g., Chen & Bliese, 2002; DeShon, Kozlowski, Schmidt, Milner, & Weichmann, 2004; Hofmann, Morgeson, & Gerras, 2003), researchers have yet to consider the dynamic interplay between the individuals within a team and the team as a whole despite consistent calls for this type of…”
- Dual commitment in the organization: Effects of the interplay of team and organizational commitment on employee citizenship behavior, efficacy beliefs, and turnover intentions (2017, methodology): “To tap into efficacy perceptions, we used four items for each component based on Chen and Bliese's (2002) collective efficacy scale for use in military settings.”
- Transforming service employees and climate: a multilevel, multisource examination of transformational leadership in building long-term service relationships. (2007, methodology): “These values are comparable to the median ICC values of aggregated constructs reported in the organizational literature (see Bliese, 2000; Schneider et al., 1998) and in prior studies of TFL (e.g., Bono & Judge, 2003; Chen & Bliese, 2002).”
- The impact of organizational culture on the relationship between shared leadership and team proactivity (2012, methodology): “Moreover, the ICC(1) statistics, that is the inter-rater reliability indices, and the ICC(2) values indicating the reliability of group means (Chen and Bliese, 2002; Liao and Rupp, 2005) were computed.”