A cross-cultural test of the ‘five-factor model of personality and transformational leadership’
By Liangyu Shao, S. Webber. 2006
115 citations recorded by the source corpus.
Subfields: Communication, Social Psychology
View Paper: https://www.semanticscholar.org/paper/4af5e703fa12d1e4e983e962009e6b49334c3298
How researchers see this paper
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In Communication
In Social Psychology
- Syed Awais Ahmed Tipu
- Daniela Gutermann
- Jarle Eid
- Bjørn Helge Johnsen
- S. Voelpel ‡
- Paul T. Bartone
- Diana Boer
- Astrid C. Homan
Citations in the corpus
- Big five personality factors, hardiness, and social judgment as predictors of leader performance (2009, background): “For example, in a sample of Chinese business school students, although neuroticism was linked to leadership in the expected direction, extroversion was negatively related to transformational leadership style (Shao and Webber, 2006).”
- Transformational leadership sub-dimensions and their link to leaders' personality and performance (2015, background): “…Rubin, Munz, and Bommer (2005) Individual perceptions inventory (Goldberg, 1999) Transformational leadership inventory scale (Podsakoff et al., 1996) Shao and Webber (2006) NEO-PI-R form S (Costa and McCrae, 1992) MLQ-5X (Avolio et al., 1995) Sosik (2001) MLQ-5X (Bass & Avolio, 1997) Sosik (2005)…”
- Measuring Hofstede's Five Dimensions of Cultural Values at the Individual Level: Development and Validation of CVSCALE (2011, unknown): “…Roy, and Mukhopadhyay 2006), market segmentation (Kale 1995), negotiation behavior (Volkema 2004), personality and transformational leadership (Shao and Webber 2006), consumer moral ideologies (Swaidan, Rawwas, and Vitell 2008), package design (Limon, Kahle, and Orth 2009), and consumer…”
- Psychological Hardiness Predicts Adaptability in Military Leaders: A prospective study (2013, unknown): “For example, in a sample of Chinese business school students, extraversion was negatively related to transformational leadership style, while neuroticism correlated in the expected direction (Shao & Webber, 2006).”
- Leadership effects on innovation propensity: A two-factor full range leadership model (2013, background): “Research suggests that the cultural context of a study is an important consideration when interpreting results of the full range leadership model (Antonakis et al., 2003; Shao & Webber, 2006).”