Individual Reactions to Leadership Succession in Workgroups

By Gary A. Ballinger, F. Schoorman. 2007

88 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/4fced5924f014ed40ce5df9b7f5dc9d9bb6a8e8b

How researchers see this paper

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

In Demography

1. Amy L Collins
2. L. Hughes
3. Ashlea Troth
4. M. Eberly
5. Linn van Dyne
6. Herman H. M. Tse
7. James Avey
8. Neal M. Ashkanasy

In Organizational Behavior and Human Resource Management

1. Ashlea Troth
2. Herman H. M. Tse
3. Terence R. Mitchell
4. Amy L Collins
5. T. W. Lee
6. Neal M. Ashkanasy
7. M. Eberly
8. Alex L. Rubenstein

In Social Psychology

1. Ashlea Troth
2. Amy L Collins
3. Herman H. M. Tse
4. Neal M. Ashkanasy
5. Michele J. Gelfand
6. James Avey
7. L. Hughes
8. T. W. Lee

Citations in the corpus

• Transforming with levity: humor, leadership, and follower attitudes (2009, background): “Trust in one’s leader is an important antecedent to outcomes such as work attitudes (satisfaction, motivation) and behaviors (organizational citizenship behaviors, turnover) (Ballinger and Schoorman, 2007); focused attention on value producing activities (Mayer and Gavin, 2005), and the prediction o”
• Understanding the Disparate Behavioral Consequences of LMX Differentiation: The Role of Social Comparison Emotions (2018, background): “…RLMX quality (e.g., Gooty & Yammarino, 2016; Henderson et al., 2008; Liden et al., 2006) and individual emotional responses to triggering events are contingent on LMX quality (e.g., Ballinger, Lehman, & Schoorman, 2010; Ballinger & Schoorman, 2007; Dulac, Coyle-Shapiro, Henderson, & Wayne, 2008).”
• At What Level (and in Whom) We Trust (2012, background): “In work on leadership succession, the affective reactions felt when the predecessor left were found to predict how employees trusted a new leader (Ballinger & Schoorman, 2007; Ballinger, Schoorman, & Lehman, 2009).”
• Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework (2017, background): “…lesser extent) within-person phenomena such as reactions to leadership departure and succession stages (e.g., Ballinger, Lehman, & Schoorman, 2010; Ballinger & Schoorman, 2007; Ballinger, Schoorman, & Lehman, 2009), four examined relationships at the between persons level between LMX and…”
• Surveying the forest: A meta-analysis, moderator investigation, and future-oriented discussion of the antecedents of voluntary employee turnover (2018, background): “…who had high-quality exchange relationships with that leader would be more likely to quit themselves after the succession event, although they would be more likely to stay if no leader succession event had occurred (see also Ballinger & Schoorman, 2007; Shapiro, Hom, Shen, & Agarwal, 2016).”