A multi-level study of servant leadership on creativity: The roles of self-efficacy and power distance

By Jin Yang, Hefu Liu, Jibao Gu. 2017

144 citations recorded by the source corpus.

Subfields: Demography, Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/73f3e7fb13a5b585b6974feb81a656dd04188de3

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. Osman M. Karatepe
2. Dirk van Dierendonck
3. Sen Sendjaya
4. Anastasia Ozturk
5. R. Liden
6. T. Kim
7. N. Eva
8. Mulyadi Robin

In Experimental and Cognitive Psychology

1. Dirk van Dierendonck
2. Sen Sendjaya
3. Anastasia Ozturk
4. Osman M. Karatepe
5. R. Liden
6. T. Kim
7. N. Eva

In Organizational Behavior and Human Resource Management

1. Osman M. Karatepe
2. Anastasia Ozturk
3. Dirk van Dierendonck
4. Sen Sendjaya
5. T. Kim
6. N. Eva
7. R. Liden
8. Mulyadi Robin

Citations in the corpus

• Servant Leadership: A systematic review and call for future research (2019, background): “Team Team power distance Team efficacy Yang et al. (2017)”
• Servant leadership, organisational trust, and bank employee outcomes (2019, background): “This agrees with recent research that it is important to gauge the underlying mechanism linking servant leadership to the attitudinal and behavioural outcomes of employees based on solid theoretical underpinnings (e.g. Newman et al., 2017; Yang et al., 2017).”