The trickle-down effect of servant leadership on frontline employee service behaviors and performance: A multilevel study of Chinese hotels
By Qian Ling, Meizhen Lin, Xiaoyi Wu. 2016
215 citations recorded by the source corpus.
Subfields: Demography, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/1c858c894af0e51755e5ac0db25df16e007a9bdd
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In Demography
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Servant Leadership: A systematic review and call for future research (2019, unknown): “Group Trust climate Employee engagement Ling et al. (2017)”
- Servant Versus Authentic Leadership (2017, methodology): “Following recent leadership studies (Ling et al., 2016; L.-Z. Wu et al., 2013), we controlled for several individual-level (Level 1) variables, including employee gender, age, education, monthly salary, and group-level (Level 2) characteristics, including a hotel’s province, rating, and ownership st”
- A three-level examination of the cascading effects of ethical leadership on employee outcomes: A moderated mediation analysis (2018, background): “Therefore, low-level leaders with high self-enhancement motives may behave (or at least appear to behave) ethically in a consistent way, whereas low-level leaders with low self-enhancement motives may behave ethically only when required to by extraneous factors, such as when a higher-level leader en”
- Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes (2019, methodology): “, 2004), or at least a moderating effect of climate (Ling et al., 2016).”