The effects of leadership style on stress outcomes

By Joseph B. Lyons, Tamera R. Schneider. 2009

191 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/779907310d816e6b75e811787048d1c1b410cd9b

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. B. Rich
2. Eean R. Crawford
3. Yiwen Zhang
4. Arnold B. Bakker
5. Marcie A. LePine
6. B. Shuck
7. A. Saks
8. Wilmar B. Schaufeli

In Social Psychology

1. B. Rich
2. Eean R. Crawford
3. Yiwen Zhang
4. Marcie A. LePine
5. Arnold B. Bakker
6. Evangelia Demerouti
7. Osman M. Karatepe
8. A. Saks

Citations in the corpus

• Workplace team resilience: A systematic review and conceptual development (2020, unknown): “Previous research findings support the notion that leaders who enhance team members’ identification with the group increase team members’ willingness to contribute to group objectives, as well as social support within the group (Cheng et al., 2016; Lyons & Schneider, 2009; Nielsen & Daniels, 2012).”
• Turning their Pain to Gain: Charismatic Leader Influence on Follower Stress Appraisal and Job Performance (2016, background): “Charismatic leaders’ expressed confidence that outcomes are achievable can build task-specific self-efficacy among followers and collective efficacy among teams (Courtright et al., 2014; Lyons & Schneider, 2009; Walumbwa, Wang, Lawler, & Shi, 2004).”
• Examining Follower Responses to Transformational Leadership from a Dynamic, Person–Environment Fit Perspective (2017, unknown): “Evidence supporting these arguments comes from studies suggesting that followers perceive lower threat appraisals when their leaders behave more trans-formationally (Lyons & Schneider, 2009).”