Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior.

By M. Neubert, K. Kacmar, Dawn S. Carlson, L. Chonko, James A. Roberts. Journal of Applied Psychology, 2008

835 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/126b430ee105286902ac7e3af547e6d63359adb7

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Workplace duties or opportunities? Challenge stressors, regulatory focus, and creativity (2013, background): “For instance, previous theorizing and empirical evidence has linked regulatory focus to OCB (Dewett & Denisi, 2007; Neubert et al., 2008).”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, neutral): “Servant leadership enhances team service climate (Liden et al. 2014), which decreases follower turnover intentions (Liden et al. 2014) and promotes helping behaviors (Liden et al. 2014; Neubert et al. 2008).”
The impact of servant leadership and subordinates' organizational tenure on trust in leader and attitudes (2014, background): “To the explanation implied by previous studies on the mediators between servant leadership and subordinates’ outcomes, such as promotion focus (Neubert et al., 2008), organizational justice (Mayer et al.”
Servant Leadership, Employee Job Crafting, and Citizenship Behaviors: A Cross-Level Investigation (2017, background): “Furthermore, majority of past empirical studies on servant leadership have been so far conducted at a single level, such as individual or team level (e.g., Chiniara & Bentein, 2016; Neubert et al., 2008; Schaubroeck, Lam, & Peng, 2011; Van Dierendonck, Stam, Boersma, de Windt, & Alkema, 2014), witho”
Core Self-Evaluations and Employee Voice Behavior (2017, methodology): “In summary, consistent with the extant research relating CSE to employee performance (Chang et al., 2012; Ferris et al., 2011; Judge & Kammeyer-Mueller, 2011; Neubert et al., 2008), the expectation is for CSE to relate to voice behavior.”
Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization (2013, background): “…of servant leadership practice and the emergence of a promising stream of research affirming its potential utility in organizations (e.g., Neubert et al., 2008; Walumbwa, Hartnell, & Oke, 2010a), most research to date has focused on construct development (Barbuto & Wheeler, 2006; Dennis…”
Influence of the ethical servant leader and ethical climate on customer value enhancing sales performance (2015, background): “Studies indicate that SL is positively related to OCB (Ehrhart 2004; Neubert et al. 2008; Ng, Koh, and Hock-Chye 2008) and that OCB is positively related to sales performance (Marshall et al. 2012).”
Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust (2020, methodology): “This scale was selected because, first, it has been widely used and validated in different organizational settings (e.g., Hunter et al., 2013; Mayer et al., 2008; Miao et al., 2014; Neubert et al., 2008; Walumbwa et al., 2010) and, second, the original study had empirically validated the scale on tw”
Does Team Culture Matter? Roles of Team Culture and Collective Regulatory Focus in Team Task and Creative Performance (2016, methodology): “To measure team prevention focus, we employed 3 items (α = .86, rwg(j) = .92, ICC(1) = .18, ICC(2) = .55, F = 2.22, p < .001) derived from the Work Regulatory Focus (WRF) scale of Neubert et al. (2008).”