Leadership styles and group organizational citizenship behavior across cultures

By Martin C. Euwema, Hein Wendt, Hetty van Emmerik. 2007

198 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/3414faadef87991656315399890a086ed7ee27f3

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. T. Judge
2. David A. Foote
3. M. Coetzee
4. Jens Rowold
5. J. Bono
6. Ronald F. Piccolo
7. Thomas Li-Ping Tang
8. Emily E. Duehr

In Organizational Behavior and Human Resource Management

1. T. Judge
2. J. Bono
3. Jens Rowold
4. Ronald F. Piccolo
5. Fred Walumbwa
6. Emily E. Duehr
7. Kathrin Heinitz
8. Bruce J. Avolio

In Social Psychology

1. T. Judge
2. J. Bono
3. Jens Rowold
4. Ronald F. Piccolo
5. Fred Walumbwa
6. Emily E. Duehr
7. Bruce J. Avolio
8. Kathrin Heinitz

Citations in the corpus

• The relative impact of complementary leader behaviors: Which matter most? (2012, background): “…identified mechanisms that account for these observed effects (e.g., regulatory focus; Neubert et al., 2008), boundary conditions on the effectiveness of leader behaviors (e.g., national culture; Euwema et al., 2007), and each behavior's validity when controlling for the other (e.g., Keller, 2006).”
• The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2010, unknown): “Previous studies have shown that supportive leadership is related to organizational citizenship behavior (e.g., Euwema et al. 2007 ).”
• Job satisfaction and organizational citizenship behavior (OCB): Does team commitment make a difference in self‐directed teams? (2008, background): “…and the increasing prevalence of self-directed teams in organizations, remarkably little research has examined organizational citizenship behavior in the context of these teams, with some exceptions (e.g. Banuelos et al., 2006; Euwema et al., 2007; Flaherty and Moss, 2007; Lavelle et al., 2007).”
• Perceived leadership style and employee participation in a manufacturing company in the democratic republic of Congo (2012, background): “The Ohio State University studies identified two main types of leadership behaviour: taskoriented and relationship-oriented (Euwema et al., 2007).”
• The moderation of lean manufacturing effectiveness by dimensions of national culture: Testing practice-culture congruence hypotheses (2014, methodology): “Many studies have used GLOBE data (Euwema et al., 2007; Naor et al., 2010), which extend Hofstede’s original work to nine cultural dimensions.”