Leaders and values: a cross‐cultural study

By J. Sarros, Joseph C. Santora. 2001

94 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/15e2c52c8eed00a09011b2d837aa6ac19e0f1199

How researchers see this paper

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

In Communication

1. Anne S. Tsui
2. Lifeng Zhong
3. Z. Chen
4. Alexander Newman
5. A. Sheikh

In Organizational Behavior and Human Resource Management

1. Anne S. Tsui
2. Lifeng Zhong
3. Z. Chen
4. Emma L. Tickle
5. J. Brownlee
6. Di Nailon
7. Alexander Newman
8. Thomas W. H. Ng

In Social Psychology

1. Anne S. Tsui
2. Lifeng Zhong
3. Emma L. Tickle
4. Z. Chen
5. J. Brownlee
6. Di Nailon
7. Alexander Newman
8. J. Caillier

Citations in the corpus

• Personal epistemological beliefs and transformational leadership behaviours (2005, background): “Finally, transformational leaders respond to the individual needs of subordinates, treating each subordinate as an important contributor to the workplace (Coad & Berry, 1998; Sarros & Santora, 2001b).”
• Reactions to psychological contract breach: a dual perspective (2008, background): “In a cross-cultural study in Australian, Japanese, Chinese, and Russian, Sarros and Santora (2001) found that Chinese managers stressed the value of benevolence and cared about the needs of their workers.”