Traditional Chinese leadership and employee voice behavior: A cross-level examination

By Y. Li, J. Sun. 2015

201 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/149720726ec47718f090af442d1d22b937534778

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Not All Followers Socially Learn from Ethical Leaders: The Roles of Followers’ Moral Identity and Leader Identification in the Ethical Leadership Process (2019, background): “For instance, Li and Sun (2015) found that lower-level supervisors emulated their managers’ authoritarian leadership behavior more when they more highly identified with the manager.”
The Impact of Authoritarian Leadership on Ethical Voice: A Moderated Mediation Model of Felt Uncertainty and Leader Benevolence (2019, background): “(2015) and Li and Sun (2015) for studies in Western samples of authoritarian leadership on employee voice behavior.”
Authoritarian leadership and employee silence in China (2017, background): “…with authoritarian leadership practices (see Javidan, Dorfman, de Luque, & House, 2006), they are more likely to defer to the leader’s judgement, less likely to challenge the leader, and more likely to withhold their viewpoints (see Van Dyne & LePine, 1998; Javidan et al., 2006; Li & Sun, 2015).”
Trickle-Down, Trickle-Out, Trickle-Up, Trickle-In, and Trickle-Around Effects: An Integrative Perspective on Indirect Social Influence Phenomena (2018, background): “…Employees Social exchange Trickledown effects 337 supervisorsubordinate dyads -.14* Crosssectional Supervisor identification Attribution Performance Li & Sun (2015) Authoritarian Leadership Managers Supervisors Employees Social learning, Attraction- Trickledown effects 243 employees…”
Exploring the Impact of Responsible Leadership on Organizational Citizenship Behavior for the Environment: A Leadership Identity Perspective (2019, background): “Among the different “targets”, leader identification implies that the ways in which subordinates emulate and learn from their leaders depend on the level at which those subordinates identify with their leaders [35].”
Benevolence and authority as WEIRDly unfamiliar: A multi-language meta-analysis of paternalistic leadership behaviors from 152 studies (2019, background): “Such seeming or at least potential para-doxes in leader behavior, while less commonly represented in the English-speaking countries of Western industrialized nations, are more common in parts of Asia (Zhang, Waldman, Han, & Li, 2015).”