Abusive supervision and employee creativity: The mediating role of psychological safety and organizational identification

By Wenxing Liu, Pengcheng Zhang, Jianqiao Liao, P. Hao, Jianghua Mao. 2016

132 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/53ba2ade9001673d439a0ed7e033fc6348df6963

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. A. Legood
2. Alexander Newman
3. Allan Lee
4. A. Tian
5. Fatima Bashir
6. Tasneem Fatima
7. Sadia Jahanzeb
8. David John Hughes

In Social Psychology

1. Fatima Bashir
2. Tasneem Fatima
3. A. Tian
4. Sadia Jahanzeb
5. David John Hughes
6. A. Legood
7. D. Bouckenooghe
8. Alexander Newman

In Sociology and Political Science

1. Fatima Bashir
2. Tasneem Fatima
3. A. Tian
4. Sadia Jahanzeb
5. David John Hughes
6. A. Legood
7. D. Bouckenooghe
8. Alexander Newman

Citations in the corpus

• The knowledge hiding link: a moderated mediation model of how abusive supervision affects employee creativity (2019, background): “…past research has failed to account for the social exchange and reciprocity dimensions that characterize the underlying nature of followers’ retaliatory actions (e.g., diminished creative performance) as a response to abusive leadership (e.g., Gu et al., 2016; Liu et al., 2016; Zhang et al., 2014).”
• Leadership, creativity, and innovation: A critical review and practical recommendations (2018, result): “The omission of well-established individual differences is surprising, because studies that have measured such leader characteristics have found significant associations with follower creativity (e.g., Huang, Krasikova, & Liu, 2016).”