Spotlight on the Followers: An Examination of Moderators of Relationships Between Transformational Leadership and Subordinates’ Citizenship and Taking Charge

By Ning Li, Dan S. Chiaburu, Bradley L Kirkman, Zhitao Xie. 2013

166 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/728801bc7ef26d42d811d6305f3f7dda966ad261

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In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

Leveraging Leaders (2015, background): “Despite recognition that leadership is a dynamic process involving both leaders and followers, research has historically focused on leaders themselves, and the role of followers and their importance in leadership phenomena is less wellunderstood (Hunter, Bedell-Avers, & Mumford, 2007; Li et al., 201”
Transformational leadership, adaptability, and job crafting:the moderating role of organizational identification. (2017, background): “Li et al. (2013) found that the association of transformational leadership with employee taking charge was attenuated when employees were highly identi ﬁ ed with their workgroups.”
Proactive personality and proactive behaviour: Perspectives on person–situation interactions (2018, background): “Yet, a transformational leader is actively involved in providing cues and instituting the context within which the employee operates (Den Hartog, Van Muijen, & Koopman, 1997; Li et al., 2013).”
Advancing the social identity theory of leadership: A meta-analytic review of leader group prototypicality (2020, background): “…al., 2010; Lipponen et al., 2005), are trusted more (Giessner & van Knippenberg, 2008; Kalshoven & Den Hartog, 2009), are regarded as more charismatic (Platow et al., 2006; Steffens, Haslam, & Reicher, 2014), and inspire higher performance (Li et al., 2013; van Knippenberg & van Knippenberg, 2005).”
Examining Follower Responses to Transformational Leadership from a Dynamic, Person–Environment Fit Perspective (2017, unknown): “” But, as we have noted, the prevailing perspective on transformational leadership is that more is generally better and certainly does not produce unfavorable outcomes (see Li et al., 2013).”