China's Domestic Private Firms: Multidisciplinary Perspectives on Management and Performance: Multidisciplinary Perspectives on Management and Performance

By Anne S. Tsui, Yanjie Bian, Leonard K. Cheng. 2006

126 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/7ad339201c4eec787ac9b5a291e1d299ef1465d3

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In Strategy and Management

Citations in the corpus

Authoritarian leadership and employee silence in China (2017, background): “For example, studies have found that supervisors’ authoritarian behaviour evoked negative emotions in subordinates, such as anger, hostility, and fear (Wilkinson, 1996; Wu, Hsu, & Cheng, 2003; Farh et al., 2006).”
Paternalistic Leadership in Four East Asian Societies (2014, background): “While subordinates obey their supervisors, benevolence is granted in exchange (Aycan, 2006; Farh et al., 2006).”
We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance (2020, background): “As employees’ emotional arousal is inevitable, especially under authoritarian leaders (Farh et al., 2006), in order to avoid punishment, employees will have to engage in an emotion regulation strategy called emotion suppression (Butler et al., 2007; Gross and John, 2003; Gross and Levenson, 1993,…”
Paternalistic Leadership: A Review and Agenda for Future Research (2007, background): “…organizations via increased employee flexibility (Padavic & Earnest, 1994), decreased turnover intentions (Cheng et al., 2002; Kim, 1994), reduced costs and increased control (Padavic & Earnest, 1994), increased job performance (Chou et al., 2005), and organizational commitment (Farh et al., 2006).”
Paternalistic leadership and employee voice: Does information sharing matter? (2014, background): “The construct of PL is not defined as a unified construct (Aycan, 2006; Farh et al., 2006).”