Are transformational leaders fair? A multi-level study of transformational leadership, justice perceptions, and organizational citizenship behaviors

By Jeewon Cho, F. Dansereau. 2010

315 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/415c65e7890ec7cfaca86b1f6027d40eba299f46

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In Demography

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Servant Versus Authentic Leadership (2017, background): “Leadership functions at both individual and group levels (Cho & Dansereau, 2010; Liao & Chuang, 2007; Walker, Smither, & Waldman, 2008).”
Transformational leadership and service recovery performance: The mediating effect of emotional labor and the influence of culture (2019, background): “viding a vision and a sense of mission, helping followers emphasize rational solutions and to challenge themselves constantly (Cho and Dansereau, 2010).”
Principal leadership and teacher professional learning in Turkish schools: examining the mediating effects of collective teacher efficacy and teacher trust (2020, background): “The last dimension, an innovative climate, is defined as the shared perceptions, practices, procedures, and behaviours among organisation members to promote the generation of new knowledge and practices (Moolenaar, Daly, and Sleegers 2010; Cho and Dansereau 2010).”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “Consider, for instance, a study by Cho and Dansereau (2010). They argued and found that at the individual level, individualized consideration led to leader-directed OCB mediated by interactional justice, whereas at the group level, charisma led to group-directed OCB mediated by procedural justice.”
Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives (2014, background): “This is important because leadership is a complex phenomenon that operates across multiple levels of analysis (Cho & Dansereau, 2010; Wang & Howell, 2010), involves multiple mediating and moderating factors (e.g., DeRue, Nahrgang, Wellman, & Humphrey, 2011), and takes place over substantial periods…”
An Investigation of Authentic Leadership’s Individual and Group Influences on Follower Responses (2018, background): “…maturing, moving beyond demonstrating the value of the construct to elaborating and clarifying its associated processes, and doing so requires clearer conceptualization and empirical rigor, particularly across levels of analysis (Cho & Dansereau, 2010; Gardner et al., 2011; Yammarino et al., 2008).”
A Multilevel Model of Transformational Leadership and Adaptive Performance and the Moderating Role of Climate for Innovation (2010, background): “At the team level, transformational leadership acts as an overall pattern of behaviors targeted at the entire work unit (Cho & Dansereau, 2010; Liao & Chuang, 2007).”
Organizational Citizenship Behavior Role in Mediating the Effect of Transformational Leadership, Job Satisfaction on Employee Performance: Studies in PT Bank Syariah Mandiri Malang East Java (2013, background): “This exchange may be valuable economic, political, psychological and other. A similar sentiment was expressed by Yusuf (2013) that basically there is no difference between transformational leadership with transactional leadership.”
Transformational Leadership, Interactional Justice, and Organizational Citizenship Behavior (2014, background): “Elsewhere, Cho and Dansereau (2010) found the relationship between OCB and a single transformational leadership dimension— individualized consideration—was mediated by interpersonal justice, a component of interactional justice (Greenberg, 2011).”